CONQUERING INTERGENERATIONAL CHALLENGES MEANS BUSINESS
Workplace intergenerational challenges are a puzzle and an opportunity. When I started this blog in 2006, we were still in an economic boom, and the mantras were “win the talent wars,” be “the employer of choice,” and “reinvention is the new retirement.” Demographics are still our destiny to a large extent. But the environment has changed – and will again. So we’re staying on top of the developments, trends and focused on solutions.
After almost 6 years it’s time for a renewed Welcome!!!
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CLIMATE CHANGE AND TERRORISM: NOT AN “EITHER OR” CHOICE
I have purposely avoided putting politically infused content on social media because my work transcends the political, and I don’t want the two to be linked. But this morning (8/29/14) I read a Wall Street journal OP-Ed by (Republican) John Barrasso, Senator from Wyoming, that I feel compelled to comment on.
The title is “Six Threats Bigger than Climate Change.” In it he states that Secretary of State Kerry is wrong to say that climate change is the biggest challenge we face right now. He goes on to elaborate on six foreign policy threats we are all aware of from terror threats around the world.
I can’t argue that those six threats are not more acute at this moment. My beef with the article and his point is that we shouldn’t be seeing the serious threats as an “either or” situation. We, and our leaders, rightly need to address longer-term problems as well as the most immediate ones. We need to look even beyond current generations.
AND while ordinary citizens cannot play a role in foreign policy other than to vote and express their views, everyone has a role to play in ameliorating the climate change threats in at least small ways. We can adopt more sustainable practices and conserve energy and other things we can incorporate in our everyday lives without need for government legislation.
We need to look even beyond current generations.
A citizenry frustrated with inaction from both parties’ inability to get almost anything done can take action in their own small ways and feel they can and are making a difference.
Let’s stop the political posturing and do what we can!
KEY ISSUES TO TACKLE IN THE MULTIGENERATIONAL WORKPLACE NOW
Earlier this summer I was interviewed for a research project and master’s thesis by an EY (rebranded from Ernest & Young) Fellow in Ireland. For one of the questions, I generated a long list that provides an overview of challenges in the current multi-generational workplace. I am happy to share this with you.
Q. What do you feel are key issues affecting the multi-generational workplace at present?
A. I easily named over a dozen issues, challenges and frustrations:
Senior management/decision-makers not “getting” the significant direct impact of generational challenges on the bottom line on their business.
Making mutigenerational teams better appreciate each member and work more effectively together.
Sharing and transferring knowledge – owing to compensation systems, lack of know-how and/or cultural resistance
Attracting and retaining clients/customers of different generations – and not taking different approaches
Attracting and retaining employees of different generations - not using different approaches to meet their needs and expectations
Knowing when facetime is necessary and when not
Different generational perceptions of what teamwork is and what’s in it for them
Doing an effective job of orienting new employees, conveying the big picture vision and setting elear expectations
Comfort level with feedback and how to do it right – both giving and receiving
Avoiding turnover of valuable employees
Communicating messages that are received as intended by each generation
Excluding younger generation voices on leadership from succession planning
Tensions when older workers report to younger managers
No doubt this is a long list with much to tackle. Of course, not all of these are present in all firms/organizations or to the same degreee.
Which issues – or others – are occurring in your workplace or do you see elsewhere?
Please comment about which of these challenges and solutions to them you’d like to know more about to email@example.com or the Cross-Generational Conversation group on LinkedIn.
Let’s begin cross-generational conversation about these issues toward making more workplaces “best places to work.”
Birth of a Vision: THE ORIGIN OF CROSS-GENERATIONAL CONVERSATION DAY
Have you ever found yourself literally bolt up awakened by an idea that just kept coming and wouldn’t quit?
My inspiration for Cross-Generational Conversation Day was the stunning example of determination and resiliency of a 36-year-old friend and star teacher, Karri Ankrom, to jump back into life after episodes of a series of daunting illnesses. The idea of declaring a “Day” literally woke me up with a fountain of details pouring out of my head. It was the morning after celebrating an almost miraculous “recovery” of her then most serious set of medical complications.
Somehow my subconscious associated the two – or probably relieved of the immediate worry, freed me to birth the idea I had conceived of two months before, told one person, and then forgot about. The mind can be full of surprise associations!…. I felt if she could persevere facing all her difficulties, I can be committed enough to implement my vision. It and she continue to inspire me.
Once it was quickly outlined in mind-maps and notes on two pages of lined yellow paper, I was determined to take the concept to reality
I know in my gut that the world and virtually every organization need cross-generational conversation as an integral part of its culture and business model. I had been working on programs and using the phrase in consulting work, writing and speaking for several years. What would create more awareness and urgency for more action in all types of organizations? We needed something dramatic – a focal point, a trigger that would capture attention… So unanticipated, the “Day” concept was born!
Think about it! What is it worth to you to invest a day or even half a day of your team’s time if the outcome would be greater insight, productivity and reputation as a best place to work for the top talent in all generations?
Contact me to find out more about Cross-Generational Conversation Day and prepare to participate in this groundbreaking process of multi-generational insight and collaboration to grow engagement, competitive position and revenue.
Are Tech Companies Avoiding the Age Diversity Issue?
Tech companies in general have a reputation for preferring young employees, whether or not they are really more tech savvy than older, experienced individuals. This is especially true in the Silicon Valley area culture.
When the San Francisco Chronicle requested employees' age data from the seven tech companies that have recently released diversity reports - Google, Pinterest, Salesforce, Twitter, Yahoo, Facebook and LinkedIn - as well as more than a dozen others, they either declined to provide the information or did not respond to the request.
Only Hewlett-Packard, shared information related to workforce age. A substantial number for a tech company, about 18%, are over 51 (Boomers); more than half are between 31 and 50 (mostly Gen Xers), and a 25% of HP’s U.S. employees are 30 or younger (Gen Y/Millennials).
Of 32 tech companies surveyed by PayScale last year, only six, which included long established companies IBM and Dell, had a workforce with a workforce median age of over 35. Only two companies the San Francisco Chronicle queried about median age, Autodesk (median 40) and Cisco (median 401/2), provided data.
The San Francisco Chronicle has recently requested diversity data from all the well known tech companies in Silicon Valley and received either sparse or no data from them. Very few responded they would release data and virtually none on age diversity.
We understand that data gathering requires some effort. But the lack of it or reluctance to release it gives the impression that the companies don’t regard having a diversity of ages in the workforce as important and valuable or they are protecting a culture of youth exclusivity. With authenticity and transparency rising in value and values today, what’s the real explanation?
As was expressed in 2004-5 surveys and again in 2014, Boomers want to keep working beyond traditional retirement age. Now there’s evidence they mean it. A recent study by Merrill Lynch in partnership with Age Wave of workers over age 50 revealed these findings:
72% say their “retirement” will include some form of working. Obviously we need a new word to label this non-retirement.
Twice as many respondents say the most important reason to work is for the mental stimulation (62%) rather than money (31%).
80& of those working say they are doing it because they want to.
83% say working helps keep them more youthful.
Why do they want to work? – Boomer continuing workers fall into 4 categories:
- 33% are “caring contributors” desiring to give back and make a difference
- 24% are “life balancers” who want jobs that allow them to keep valued social connections
- 15% are workaholics – still driven to achieve and feeling in their prime
- 28% are “earnest earners” who need the income and would not choose to be working otherwise.
58% of those working have transitioned to a different line of work from their major career.
Their advice to others;
- Be open to trying something new (76%)
- To do something you really enjoy, be willing to earn less (73%)
So assume Boomers will be in the work world for some time. Understanding their motivations for working and what they are looking to contribute and get out of their work is valuable in getting the most productive outcomes for both solo work and multi-generational teams. A continuing challenge will be achieving effective cross-generational conversation and collaboration.
Today (July 4th) I watched the full, original, uncut version (3 hours long) of the 1972 film “1776” - a serious and funny musical film I have always loved. This time I found it more mesmerizing and powerful than ever. I was moved to tears in parts and so drawn into the wonderful dialogue that captured in a very astute and entertaining way the full array of characters who comprised the Congress that debated, attacked and insulted each other, displayed their humanity and in the end compromised to create and approve the Declaration of Independence.
Serious history and seriously entertaining and powerful on this day
P.S. The age range of the representatives in the Congress was 32 to well into the 80s. (Jefferson was second to youngest, and Franklin was the oldest.) Talk about cross-generational conversation and diversity of thought!
If you’d like more flexibility for all generations in work arrangements and the criteria for how work is evaluated, raise your hand. OK – I see you out there.
A recent national survey of 1,000 employers by the Society for Human Resource Management and the Families and Work Institute found that while progress is being made in flexibility, facetime still counts for a lot in internal dynamics and perceptions of productivity.
The study found that organizations offer flexibility arrangements motivated by a variety of reasons:
35% for employee retention
14% for recruitment
12% to increase productivity
11% because “it’s the right thing to do”
10% to support worker morale and job satisfaction.
* Hiring Partner responsible for lateral recruiting and integration
* Chief Business Development Officer (to work with the Marketing Department and be able to meet with prospective clients as a firm “partner”)
* Pro Bono Director (partner level)
Of course, the partners need to be willing to adjust their compensation, but they should be able to cut back hours - a flexibility bonus.
Obviously, in the case of many of these, a firm can only utilize one person in the position. A firm could have several administrative partners (non-equity) and project managers for practice groups and attorneys whose function is business development leads and client relationship management without performing billable work or being a major business generator.
Firms (desperately) need more mentoring, training and coaching for associates and junior partners. It is often not being done diligently and frequently because attorneys are not compensated for these functions and often not even given non-financial rewards, including much praise. Even people who don’t need the money want to feel valued. That is a big issue we find with our clients. Not feeling valued is often more of a source of resentment and poor morale than reduced or lack of financial compensation among transitioning partners.
So, one of our transitioning principles and recommendations is compensation during the transitioning process - compensation at the attorney’s highest level, but rather a figure sufficient to provide an incentive and security for doing transitioning right and helping the heirs apparent and the firm. Firm support of a transitioning process will take away potential stigmas and convey that the individual is valued and is continuing to contribute to the firm.
Transitioning partners also need to develop some excitement for what they can do work-wise after they leave the firm, should they want to keep working - and many Boomers will, in some capacity. So some transitioners will decide they have attractive options and not want to hang on.
WILL MORE FLEXIBILITY BE COMING FOR GEN Y AND GEN X WORKERS?
The work flexibility movement has taken steps backward since the recent recession took hold. New research from the Families and Work Institute (FWI) and the Society for Human Resource Management (SHRM) surveyed 1051 employers on 18 different flextime options and considered which were increasing and decreasing in implementation and use. Overall in less formal ways or one-offs, flexibility has increased. For example, two-thirds of responding organizations allow occasional work from home, up from 50% in 2008, and 38% allow working from home regularly, up from 23% in 2008.
But when viewed by individual options, the findings are the reverse. Compared with 2008:
Job sharing is down from 29% to 18%
Sabbaticals decreased from 38% to 28%
Only 2% of U.S. employers offer any kind of voucher or subsidy for child care, down from 5%
The survey also looked at phased retirement, parental leave, ability to switch shifts, control over time of meal and bathroom breaks, health insurance coverage and other policies.
While workers’ stress has been increasing, employers during the recession and since have felt the need to reduce personnel and costs, which limits ability to be flexible.
So the question is whether as the labor market tightens and talent wars resume (if they do) the younger workers will see work/life flexibility on the upswing and benefit. Will more companies see the value of being perceived as a "best place to work"? Will workers finally experience work arrangements more in tune with their values and their ideas on how, where and when work should be done?
Separate “Dialects” on Cultural Phenomena: Are the #Generational Disconnects Worrisome?
Frank Bruni’s recent New York Times Op-Ed column, “The Water Cooler Runs Dry,” is another story of how the ability to custom-tailor the information we keep up with is a double-edged sword. He was bewildered that his Princeton University students were totally unfamiliar with celebrities of yesteryear whom he mentioned in class.
We now customize what we read and hear to a large degree. People create their personal niches of information and exposure rather than gathering at a cross-cultural, cross-generational “water cooler” or “public square.” Common reference points are fading away. With so much specialization and almost infinite categories, a book can become a best-seller with the sale of many fewer copies than in the past before self-publishing became easier and respectable.
A Princeton colleague of Bruni’s, Hendrik Hartog, director of the American Studies program says the enormous amount of specialized knowledge “leaves an absence of connective tissue for students.” Another colleague, Daniel Rodgers, calls it the “age of fracture.
Makers of commercial entertainment don’t have to chase a mass audience and can produce programs on cable TV or alternatives with cult-like followings. While Bruni can also see some upside, he wrote, ”Each fosters a separate dialect. Finding a collective vocabulary becomes harder.”
It’s clear that’s the way things are going. Should we be worried about what is lost in translation with these diversity disconnects?