Generational Diversity in the Workplace- What Should Employers Be Thinking About?

LAURA S. HERTZOG, ESQ.

DIRECTOR, EEO/DIVERSITY AND

INCLUSION PROGRAMS, CORNELL ILR

LAURA.HERTZOG@CORNELL.EDU

APRIL 2011

2

Laura S. Hertzog, Esq.

Professional Experience• Cornell University Director• Hunter College, Dean for Diversity and Compliance• Credit Suisse, Director of Global Diversity• Chadbourne and Parke, LLP, Director of Associate Development&

Legal Personnel• New York University School of Law, Instructor• Paul, Weiss, Rifkind, Wharton & Garrison, Litigation Associate

Education:• Princeton University, A.B. East Asian Studies (Chinese)• University of Michigan Law School, J.D. cum laude

2011 Cornell ILR 3

Goals

1. Give a quick summary of the characteristics of four generations in the workplace.

2. Present an example of how these issues play out in the workplace.

3. Not cover all of the details that would be covered in a full day class.

4. Not suggest that everyone in a generation thinks the same way.

Why Is This Worth Discussing?

1.This issue is real and it isn’t going away.2.Unlike some other aspects of diversity, everyone has some familiarity with it-may make it an easier intro D&I discussion.3.We often discuss this in the context of the US, but generational issues are global ones.

Traditionals Born before 1945 Influenced by the Military Value Privacy, Boundaries, Experience and Structure

Baby Boomers Born 1945-1963 Leadership style collegial and consensual Enjoy visible symbols of recognition; “Workaholics”

Generation XBorn 1964-1980Independent, self-reliant, skepticalValue work-life balance, personal development

Millenials Born 1981 and after Detailed guidance, frequent feedback, tech savvyComfortable w/diversity, group-oriented

A Typical Day at Work for:

Al the Traditional

B.B. the Baby Boomer

Xavier the GenXer

Millie the Millenial

Two Different Approaches

Option 1: Al is mean and out of touch B.B. is a micro-manager who needs to

get a life Xavier isn’t committed to his job, and

is a bad manager Millie is immature and not very bright

Two Different Approaches

Option 2: “See all [workers]as amazing and worth

your admiration. When we believe in and admire performers, we interact with them in noticeably different ways.”

-Lisa Haneberg, Coaching Up and Down the Generations

Remember to convey the WIIFM

Important Keys to Success

Clearly Communicate Expectations

Train Managers on Generational Issues

Focus on competencies, not stereotypes

Think about matching talents to projects

In Closing…

Different is neither right nor wrong, just different

Acknowledge your team’s expectations, not just your own

Generational understanding does not take the place of concern for the individual