Diversity is a huge topic.  In each issue, which focuses on diversity, The Full Spectrum will take a look at a small area within diversity.  This month we will explore age diversity. 

The workplace has become increasingly age diverse as Generation Ys enter the workforce and Veterans continue working.  As you’ll see from the case studies, sometimes the friction that arises when younger generations manage older generations can both affect workplace morale and create a ‘poisoned work environment’ (Ontario Human Rights Code).   We hope this issue will stimulate you to think about your own workplace’s age diversity challenges and opportunities.  If your workplace has only one or two generations represented, as with personality theory (see Vol 1 Issue 2 February 2005), we challenge you to consider what skills and benefits you are missing without their contributions.  

 

If you would like the opportunity to assess your organization’s MultiGen Mix, email me for a complimentary MultiGen Snapshot Assessment at Heather@kscopic.ca. 

 

Do you recall where you were for the Columbine school shootings?  How about when the Challenger exploded ?  And for Woodstock?  What about Pearl Harbour?   The workplace today has four generations working side-by-side – a first for Canadian workplaces – and the differences between the generations are marked not only by the world events they experienced but also by their work, learning, and leadership styles. Their views on everything from conflict resolution to diversity issues to working in teams can vary. 

 

Defining moments are the socio-historical events that have a considerable impact on the majority of people coming of age during the event.  That is not to say that individuals in other generations are not affected – for example, September 11, 2001 left a lasting impression for most of us – however, those coming of age during an event are still developing psychologically and these events create a shared history and connection with others of the same age, hence, defining moment. 

 

It is a combination of defining moments and birth rates that sociologists and demographers use to delineate the generations.  However, it is not an exact science and researchers do not all agree on the dates dividing each generation.  Ron Zemke, author of Generations at Work, advocates an overlap of years at each generational divide, however recognizes the confusion that would cause and so delineates the generations with firm dates.  To illustrate this confusion, consider that if you were born in 1945, Ron Zemke places you in the Veteran category.  However, according to another author who divides the Veteran and Baby Boomer generations at 1943, you would now fall under the Boomer category.  The ambiguity at the juncture where two generations meet is an important reminder that these distinctions should be used as a guide only, and not as prescriptive or absolute.  The following are widely accepted generational divides: 

 

Generations and Workplace Views¹

 

Veterans – 1922 – 1945   Are loyal and committed to the organization.  Have often worked for the

                                     same employer their entire career. 

 

Boomers – 1946 – 1964   Comprise the majority of the workforce today.  Are team-oriented and

                                     driven. 

 

Xers – 1965 – 1980         Independent and skills-focussed, making them unafraid of

                                    changing jobs to gain the experience and/or position they desire. 

 

Gen Ys – 1981 – 2000    Just entering the workforce, highly skilled technologically.  They are

                                     adept at multi-tasking and expect to have a number of careers. 

 

So how does this information impact on the workplace?  Historically, older, more experienced workers who had been with the company for a while held more senior positions, and the younger workers knew that they needed to put in their time to work up the ranks.  This method of promotion all but guaranteed that generations did not mix much in the workplace.  With the changes in the labour market over the past twenty years – downsizing, rightsizing, mergers and so on – the historical realities began to change. 

 

The current situation is that promotions are no longer awarded simply by length of service, but also by merit.  For Veterans who saw loyalty to the company pay off in terms of promotions and opportunities for their colleagues before them, the merit system has been confusing at best and infuriating at worst.  They have seen younger colleagues rise in the ranks before ‘paying their dues’.  What’s more, the Veterans are finding themselves supervised by these younger colleagues who they may still consider to be lacking in experience.  For the younger generations – both Xers and Gen Ys – they view merit as the only valid way to promote.  They do not offer respect for management merely because someone has been promoted to that position on length of service.  Respect is earned; it is not automatic once given a title. 

 

Even this single example illustrates how challenging an environment the multigenerational workplace is in which to work.  Is it worth it?  Apart from replacing retirees, what are the benefits to maintaining a multigen mix in your workplace?  As with any diversity issue, age diversity has many advantages including a diverse array of skills and perspectives, and an increased understanding of the client base. 

 

Organizations that wish to capitalize on these business advantages need to consider recruitment, management and retention if they are to effectively manage the potential of human capital that exists.  As you might assume, each generation, like any other diverse group, has particular characteristics that they share by virtue of their membership.  These characteristics affect the motivations for taking a job, staying in an organization and for leaving.  Therefore, the same recruitment message will not have the same impact on a Boomer as it will on an Xer.  If we consider the possibility that the message designed by a Boomer might also appeal more to a Boomer, then your recruitment efforts for Generations X and Y may not garner the responses you were hoping for. 

 

Let’s take a brief look at some issues of recruitment that affect each generation. 

 

Recruitment Tips²

 

These workers may be returning to the workforce after retiring and may not be looking for full time work.  Research shows that mid- and long-term memory may actually be better than a younger colleagues’ because they have more experience with which to contextualize their learnings.   

 

Boomers 

Boomers live by more of a ‘live to work’ philosophy so having a position that allows them to excel, particularly since they have a good deal of work experience, is important. 

 

Xers

These workers are independent and driven with a strong entrepreneurial streak.  Show them that they will gain skills at your organization that will be widely applicable, but that there are also opportunities within your company for advancement. 

 

Ys 

These workers are eager and incredibly tech-savvy.  They have had a great deal of instruction and nurturing – much more so than the latch-key Xers – throughout their lives so they look for continued learning opportunities.  They are a ‘work to live’ generation, in contrast with the Boomers. 

 

For the time being, Boomers are leading the majority of organizations, Xers are working their way up and across organizations, Gen Ys are just entering the workforce and a good number of Veterans are delaying full retirement and sticking around.  A savvy employer will work hard to ensure that the knowledge is harnessed from all of these groups.  As you can see, they each have much to offer. 

 

NB  Like any theory or model, generational diversity work is intended to help individuals and organizations maximize human capacity and it is based on vast amounts of research and generalities observed through the research process.  It is not intended to pigeonhole or otherwise label individuals. 

²Zemke, Ron.  Generations at Work, 2000. 

 

For more information on how your workplace can tap into opportunities within the multigen mix, contact Kaleidoscopic at Inquiries@kscopic.ca or 416-238-7454. 

 

A Generation Xer colleague of mine had a rough start to her new job.  Hired from outside the organization with good reason – she has a wealth of experience that the organization specifically sought out – the team she was hired to manage had a long history of service with the organization, and were mid-Boomers to early Traditionalists.  From day one, this Xer manager had her work cut out for her.  Her staff team routinely made comments under their breath about her being too young and openly questioned her experience.  Her peer team – the other managers – were no better, expressing surprise every time she had a good idea “for her age”.  Age discrimination is hard to see sometimes, but in this instance it was blatant. 

 

As we saw in the article above, Xers have a strong independent streak and are often not as shy as previous generations to confront conflict.  This Xer in particular addressed the issue head-on with her peer group, challenging them directly on their behaviour and comments.  She then set about confronting the daily comments from her own team. 

 

Though Boomers are not generally comfortable with conflict in the workplace, and Traditionalists do not view conflict as appropriate in the workplace, this Xer persisted by repeating aloud the comments spoken within her earshot and asking for clarification on the meaning behind them.  There were a few bumps along the way – resistance to her openness in confront the discrimination.  She continued to challenge the inappropriate comments and in time, her perseverance won out.  The other staff and team members were able to see past her age and the experience they had decided she didn’t have, to recognize the skills and strengths she did bring to the organization.  She is now a well-respected member of the management team. 

 

Openly discuss the issue of age diversity with your team.  Beginning the conversation about different values based on defining moments allows your team to begin to understand their colleagues better.  For example, explain to your team what a ‘defining moment’ is and ask them to individually list three events that have had a significant impact on them.  Depending on the size of your group, have team members get into pairs or small groups to share their list.  Ask them to identify their generation to each other before these discussions. Alternatively, match individuals to groups ahead of time to represent all generations (to foster understanding across generations), or group people by generation (to validate experiences within generations).  Understanding breeds better working relationships, increasing efficiency and productivity.