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Generational Diversity presentation at the University of Michigan - Hatcher Library
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GENERATIONAL DIVERSITY IN THE WORKPLACE
SOPHIA GUEVARA AND JENNIFER PEATTIEUniversity of Michigan – Ann Arbor | 11.9.09
The Matures, Boomers, Generation X and Y
Learning Objectives
Identify the four generations Share background, values, and
preferences of each generation, as well as their stereotypes
Tips and tools
What is Diversity?
Diversity
"Diversity is generally defined as acknowledging, understanding, accepting, valuing, and celebrating differences among people with respect to age, class, ethnicity, gender, physical and mental ability, race, sexual orientation, spiritual practice, and public assistance status” (Esty, et al., 1995).
Diversity improves the ability of an organization to innovate.
University of Florida IFAS Extension. “Diversity in the Workplace: Benefits, Challenges, and the Required Managerial Tools” Retrieved August 16, 2009 from: http://edis.ifas.ufl.edu/HR022
Generational Diversity
The Matures, Boomers, Generation X and Generation Y (Millennials)
The unique backgrounds and experiences of today’s information workforce leads to a unique blend of: Motivations and expectations
Work/life balance, feedback, promotion Communication and interaction methods
Face-to-face vs. virtual Work strategies and tool employment
Technology
A Closer Look: The Matures, Boomers, X and Y
Confronting the Stereotype
Snapshot: The Matures
Born between 1909-1945 (varies) Age 64+
Under 10 million (2005 est.)
Defining events: WWII and women stepping out into the workforce
Loyal Used to clear-cut
career trajectories, usually with the same company
Strong work ethic Established
networks
Background Value to the Information Work Environment
Smith and Clurman. Rocking the Ages: The Yankelovich Report on Generational Marketing. BLS.GOV. Labor force projections to 2012: the graying of the U.S. workforce. Retrieved online August 1, 2009 from: http://www.bls.gov/opub/mlr/2004/02/art3exc.htm
Understanding the Matures
Increasing numbers in the talent pool because of the economy
The Matures at work Most valued/Least
valued soft benefits (Randstad 2008 World of Work Survey)
Pleasant work environment: 82%
Flexible hours: 46%
Limited Interaction Among Generations in the Workplace Identified as Key Indicator of Coming Skilled Worker Crisis. May 2008. Retrieved online on August 1, 2009 from: http://www.businesswire.com/portal/site/home/permalink/?ndmViewId=news_view&newsId=20080527005042&newsLang=en
The Matures - Stereotypes
Poor technology skills
Inflexible Unable or unwilling
to be employed in positions with more than part-time hours
Unwilling or unable to utilize technology
Dictatorial Rigid
The Negative Image Stereotype
Dittmann, Melissa. Generational Differences at Work. Monitor on Psychology, V. 36, No.6. Retrieved online on August 16, 2009 from: http://www.apa.org/monitor/jun05/generational.html
Snapshot: The Boomers
Born 1946-1964 (varies) Ages: 45-63
78.2 million (July 2005 U.S. Census Bureau est.)
Defining events: Advent of television and the Vietnam War
Service-oriented A fountain of
knowledge earned through years of experience
Willing to take responsibility
Background Value to the Information Work Environment
-Martin, J. “I Have Shoes Older Than You: Generational Diversity In The Library.” The Southeastern Librarian, (54)3. Pgs 4-11. - US Census Bureau. “Facts for Features: Oldest Baby Boomers Turn 60.” Retrieved online on April 5, 2008 at: http://www.census.gov/Press-Release/www/releases/archives/facts_for_features_special_editions/006105.html
Understanding the Boomers
Ability to adapt has helped them gain in the workplace
The Boomers at work Most valued/Least
valued soft benefits Satisfying work: 71% Flexible hours: 51%
Limited Interaction Among Generations in the Workplace Identified as Key Indicator of Coming Skilled Worker Crisis. May 2008. Retrieved online on August 1, 2009 from: http://www.businesswire.com/portal/site/home/permalink/?ndmViewId=news_view&newsId=20080527005042&newsLang=en
The Boomers - Stereotypes
Poor technology skills
Low energy Self-absorbed
The Negative Image Stereotype
Dittmann, Melissa. Generational Differences at Work. Monitor on Psychology, V. 36, No.6. Retrieved online on August 16, 2009 from: http://www.apa.org/monitor/jun05/generational.html
Snapshot: Generation X
Born 1968-1979 (varies) Ages 30-41
Previously known as the Post-Boomers
Generation X:Tales for an Accelerated Culture by Douglas Coupland
Results oriented Little supervision
needed Willing to put the
extra time in to get the job done
Background Value to the Information Work Environment
- Thielfoldt, D. & Scheef, D. “Generation X and the Millenials: What you need to know about mentoring the new generations.” Retrieved online April 6, 2008 from:http://www.abanet.org/lpm/lpt/articles/mgt08044.html-Raines, C. 1997. “Beyond Generation X: A Bridge-Building Guide for Managers.” p. 11. Retrieved from Google Book Search on April 6, 2008 at: http://books.google.com/books?id=OsThLU5g8rEC&pg=PA11&lpg=PA11&dq=origination+of+generation+x+label&source=web&ots=oB7uM2N9Op&sig=dnBvI559wpL_9d_k4EzGg-ua1hE&hl=en-Census 2000 Ethnographic Study. Generation X Speaks Out on Civic Engagement and the Decennial Census: An Ethnographic Approach.
Understanding Generation X
Look for opportunities to advance their skills
Loyalty – Scandals of 80’s and 90’s
Generation X at work Most valued/Least
valued soft benefits Pleasant work
environment: 69% Flexible hours: 48%
Limited Interaction Among Generations in the Workplace Identified as Key Indicator of Coming Skilled Worker Crisis. May 2008. Retrieved online on August 1, 2009 from: http://www.businesswire.com/portal/site/home/permalink/?ndmViewId=news_view&newsId=20080527005042&newsLang=en
Generation X - Stereotype
Slacker Generation “Not particularly
committed to a career”
Impatient Too
cynical/negative
The Negative Image Stereotype
Dittmann, Melissa. Generational Differences at Work. Monitor on Psychology, V. 36, No.6. Retrieved online on August 16, 2009 from: http://www.apa.org/monitor/jun05/generational.html
Snapshot: Generation Y (Millennials)
73.5 million Ages: Late teens to
31 Born between 1978-
1990(varies)
May also be referred to as the Digital Generation or Millennials
Digital Natives Marc Prensky
Fresh eyes/energy Willing to share
innovative ideas with team members
Background Value to the Information Work Environment
-Pierce, Sarah. Generation Y Myths Debunked. Entrepreneur. June 2007. Retrieved online August 1, 2009 at: http://www.entrepreneur.com/humanresources/managingemployees/article179200.html-Digital Natives/Digital Immigrants: http://www.marcprensky.com/writing/Prensky%20-%20Digital%20Natives,%20Digital%20Immigrants%20-%20Part1.pdf
Understanding Generation Y
Fresh energy Personal fulfillment
and making a difference
Generation Y at work Most valued/Least
valued soft benefits Satisfying work: 59% Challenging work:
42%Limited Interaction Among Generations in the Workplace Identified as Key Indicator of Coming Skilled Worker Crisis. May 2008. Retrieved online on August 1, 2009 from: http://www.businesswire.com/portal/site/home/permalink/?ndmViewId=news_view&newsId=20080527005042&newsLang=en
Generation Y - Stereotype
Impatient/Demanding Not interested in
paying dues Spoiled/self-absorbed Inexperience limits
their ability to contribute value to the organization
The Negative Image Stereotype
Dittmann, Melissa. Generational Differences at Work. Monitor on Psychology, V. 36, No.6. Retrieved online on August 16, 2009 from: http://www.apa.org/monitor/jun05/generational.html
Working Together in the Information Workplace: Tips for Success
Connect with your colleagues
Connect with the individual, not the stereotype.
Understand different work habits
Don’t be afraid to try new methods of working and communicating
Members of different generations may have different work habits Example: The use and
expectation of technology in the everyday work environment
Understand Motives and Values
Try to put yourself in your colleague’s shoes to experience the world from a different vantage point
Respect the values and motives of your colleagues
The role and importance of constructive conflict
The importance of communication
Share what you know
Participate in mentoring and reverse-mentoring relationships.
Everyone makes an impact – choose to make yours a positive one.
You and the multigenerational workplace
Generations and preferences
How do you prefer to keep up on what’s happening in the news?
Please identify the generation that you fall into, if you are willing to.
Baby Boomer workers are staying in the workforce longerCauses Boomers to compete with their own childrenResults in Gen-X and Gen-Y feeling threatened and trapped in jobs that offer little hope of advancement or promotion
The Gray Ceiling
More Food for Thought (from the July 28, 2009 edition of Time Magazine:)
The average 401(k) account value has dropped from $170,000 in 2007 to the CURRENT VALUE of $93,000Only 13% of workers believe they have enough savings and assets for retirementThe normal retirement cycle has been disrupted
Understanding Gray Ceiling Factors
How do you see yourself?
Are you the coyote or the anvil on his back?
The “Apprentice to Master Paradigm” ends with Gen X and Gen Y
One Thing is Clear:
“Isms”
“Isms” include:
Racism
Sexism
Classism
Elitism
Ableism
Generational clashes in the workplace are another example of a specific diversity issue…
This generational lens may begin to minimalize the “isms” that have been focused on for the last several decades
Useful Tools
Useful Tools
Understanding our own “Ladder of Inference”
Acknowledging our “Left-Hand Column”
Utilizing “Check-ins/outs” regularly Making clear at the beginning of a
process who the real decision maker is
Having courage to participate in open and honest dialogues
For promoting conversations, generational understanding, and relationship building within the workplace
Useful Tools (cont)
Using critical thinking tools from theSystems Thinking framework “Causal Loop Diagrams”
Use to work through problems with diverse, multi-generational teams
Engaging in feedback Developing our own emotional
intelligence Asking the important, powerful questions
to get real dialogue going
Conclusion
Shift Happens…it is happening in the larger system and continuum
There are rich, robust pockets of knowledge in every organization
So the bottom line is: There is a seat at the table for everyone
and for every generation.
Questions?