Building Bridges and Teams Across Generations: The Importance of Creating a Culture of Inclusion

1. Building Bridges and Teams Across Generations: The Importance of Creating a Culture of Inclusion Robert Crouch & Judy Seidenstein Office For Institutional Equity

3. An Inclusive Environment� Inclusiveness is about creating a climate where diversity is valued. In an inclusive environment, each person is recognized, developed and their talents are routinely tapped in service of the institution�s goals. In an inclusive organization, people perceive that they are valued because of NOT in spite of their differences.

4. An Important Leadership Question� Do We Create a Climate of Inclusiveness within Duke? A climate where people feel valued, respected, and included across all of their differences. A place where talented people choose to work because they feel they have �a place at the organizational table� that really matters.

5. Equality vs. Equity Equality = sameness When we treat people equally, we ignore differences. Equity = fairness When we treat people equitably, we recognize differences. Define and distinguish equity. Some of you might be asking yourselves what all of this has to do with diversity as a business advantage. Simply put, what we have just discussed speaks to the broad range of differences that can affect the way we are treated at work. They are differences that are linked to the concept of equity. To fully understand diversity, it is essential to understand what we mean when we say �equity.� Ask questions as appropriate to generate discussion (may want to refer to previous leader guide). People often confuse these two terms, and they use one to define the other. There is quite a significant difference between them. One of the classic ways to understand how people confuse equality and fairness is to think about children. Define and distinguish equity. Some of you might be asking yourselves what all of this has to do with diversity as a business advantage. Simply put, what we have just discussed speaks to the broad range of differences that can affect the way we are treated at work. They are differences that are linked to the concept of equity. To fully understand diversity, it is essential to understand what we mean when we say �equity.� Ask questions as appropriate to generate discussion (may want to refer to previous leader guide). People often confuse these two terms, and they use one to define the other. There is quite a significant difference between them. One of the classic ways to understand how people confuse equality and fairness is to think about children.

6. VideoGenerational Diversity What are the values exhibited by the younger generation? What are the values exhibited by the older generation? http://seminars.adobe.acrobat.com/p53762103/ This would be the link that you�ve got judy.This would be the link that you�ve got judy.

7. OBJECTIVES To understand and appreciate generational diversity. To understand and appreciate the values and behaviors of each of the 4 generations in the workplace. To identify and understand respectful behavior among various generations. To learn ways to attract, motivate and retain a high quality workforce that includes all generations.

8. What is a Generation? A group of people who share a place in time and in history, with events, images and experiences in common, usually about 20 years in length. Their values and attitudes, particularly about work-related topics, tend to be similar, based on their shared experiences during their formative years.

9. Understanding Generations A lack of understanding across generations can have detrimental effects on communication and working relationships and undermine effective services. Generational context may affect the way we work. Intergenerational conflict in the workplace may keep plans, products, and ideas from moving forward.Generational context may affect the way we work. Intergenerational conflict in the workplace may keep plans, products, and ideas from moving forward.

10. Some Statistics Steady decline in the U.S. birth rate 76 million Americans will retire in the next two decades only 46 million will be arriving to replace them Educational levels of those entering the workforce no longer greater than those leaving the workforce Shortage of skilled labor workers by 2010: between 800,000 to 3.3 million Aging baby boomers by 2015 � 20% of workforce We will have to make up with productivity, whether it is with people or technology. We should try to keep the best workers because trends show more jobs will be available in the future and less prepared workers.We will have to make up with productivity, whether it is with people or technology. We should try to keep the best workers because trends show more jobs will be available in the future and less prepared workers.

11. The Four Generations

12. Generational Experiences  Thinking about your formative years, identify your favorite: movie/TV show; song /singer; most impactful world event (war, politician, political, event)

13. The Seniors/Traditionalists Profile Grew up during wartime Tend to be disciplined, respect law and order, Like consistency Uncomfortable with change Directive, command & control management style Fixed views on the role of each gender at work

14. Boomer Profile Largest generation in history Open minded and rebellious in their youth, but conservative in their 30�s and 40�s Optimistic, ambitious, loyal, believed employment was �for life� Job status and symbols important Created the concepts of the �workaholic� and �Superwoman�

15. Generation X Profile Often had both parents working and therefore known as �latchkey kids� More resourceful, individualistic, self reliant and skeptical of authority Focus in the workplace on relationships, outcomes, their rights and skills Not interested in long-term careers, corporate loyalty or status symbols Easy to recruit, hard to retain Will have >3 careers, >12 employers, self employed at least once

16. Generation Y Profile Personality profile Smart Optimistic Emergence of �girls movement� Their value system Highly ethical and moral Passion for championing the right causes Respect for authority Groups will identify Seminal events Groups will identify Seminal events Groups will identify Seminal events Groups will identify Seminal events

17. How Does Generational Diversity Impact you? How have the events that you observed and experienced during your formative years impacted your values and what�s important to you? How does this show up and impact your interactions and relationships at work (with staff, co-workers, clients)?

18. What Do Other Generations Say about Seniors/Traditionalists? Boomers and Xers Say �They�re rigid.� �Jeez, learn how to use your e-mail, man!� �They too shall pass.� �They�ve got all the money.� Gen Y�s Say �They are trustworthy.� �They are good leaders.� �They are brave.�

19. What Do Other Generations Say About Boomers? Seniors say . . . �They talk to much about things they ought to keep private.� They are self-absorbed.� Gen Xers �They�re workaholics.� �Lighten up; it�s only a job.� Gen Y�s Say. . . �They�re cool. They�re up to date on the music we like.�

20. What do other generations say about the Gen Xer? Seniors: �They don�t respect experience.� Boomers: �They�re slackers.� Gen Y�s: �Cheer-Up!�

21. What others say about Generation Y Seniors say� They have good manners They need to toughen up Boomers say� They can set the time on the VCR! They need to learn to entertain themselves; they need too much attention Gen Xers say� �Neo Boomers� �Here we go again�another self-absorbed generation of spoiled brats.�

22. VideoGenerational Diversity �So You�re My New Boss�� This would be the link that you�ve got judy.This would be the link that you�ve got judy.

23. Leveraging The Strength of Our Differences:Strategies For Building Effective Teams Across Generations� What are some strategies for enhancing communications and creating a more inclusive, fair and respectful workplace across the generations?

24. The Best Ways to Retain Older Workers Flexible work arrangements Training to upgrade skills Time off for volunteerism Phased retirement Job sharing Job rotation Sabbaticals Mentoring as primary job responsibility Reduced work hours

25. What Young Workers Want Younger Workers Crave Connections Work in the same office as my boss Direct access to senior management Weekly feedback (at least) from my manager Best Ways for Reaching Young people  Text messaging MP3/IPODS Social networking sites Blogs

26. SUMMARY Generational differences represent one dimension of diversity that may influence behavior. People of all generations share some similar values. Values and behaviors are not the same thing. Appreciating and respecting generational differences are integral parts of a diverse and inclusive workplace. Work performance expectations should be held to the same standard for all employees. All employees should comply with policies and procedures set forth by the University.

27. References When Generations Collide: Who They Are, Why They Clash, How to Solve the Generational Puzzle at Work: Lynne�C.�Lancaster, David�Stillman. Generations at Work: Managing the Clash of Veterans, Boomers, Xers, Nexters in Your Workplace: Ron�Zemke, Claire�Raines, Bob�Filipczak. Retiring the Generation GAP: How Employees Young and Old Can find common Ground; Jennifer J. Deal. Neckties to Nose Rings: Earning the trust of a Multi- Generational workforce: Tyler, K. (2002). www.businessleader.com/bl/aug02/necktiestonoserings.html Thriving in the Multi-generational Workplace: Remson, D. (2006). Managing Generational Differences in the Workplace, Recognition Management Institute: Saunderson, R. (2000).