Gender Diversity

Jamie Schieferle

Dr. Paul Rasp

Strategic Management

6/24/09

One Size Does Not Fit All

There is no doubt that the current state of the economy has and will continue to leave its mark on the American people. One of the areas hardest hit, is a company’s workforce. This embodies not only a reduction, or addition to a company’s staff, but rather the immediate impact posed to the landscape of the company’s personnel. Many companies can expect to employ people from all backgrounds, races, and ages, which inevitably bring various life experiences to the table. Diversity is an essential component within any firm and is usually sought out to some degree by management. Variety often injects a firm with flair and keeps them consistent with the competitive edge. However, businesses are then tasked with the challenge of creating a sense of synergy amongst the various groups within their organization. This task can be overwhelming and detrimental to the company’s success if not executed properly. Take for instance the various age groups that exist within a company. It probably does not compare with what it used to be ten or twenty years ago. Managers must truly understand the differences in their employees if they are to devise and implement a successful strategy to motivate their employees. It is an organization’s responsibility to truly understand what motivates its employees. After all, a productive and positive workforce can be the most powerful mechanism driving a company’s success(Hubbard 47). There are many factors to take into consideration when formulating a strategy. One of the most important traits can be the various age groups that exist within a corporation. Generational diversity is not a new concept, but one that many companies are trying to embrace. Gone are the old methods and ideology that a “one-size-fits-all” approach works, when it comes to motivating employees, because it simply does not (Hubbard 72). Companies need to fundamentally understand the core disparities among the various age groups. Generational diversity describes the differences that exist amidst the various age groups within a corporation. Often times, there are barriers created by the differences that can leave employees to feel as if they are on a battlefield with aliens, and no one speaks the same language. It is easy to see where communication hurdles would exist and situations arise that are counterproductive to a firm’s bottom line (www.askabout.com). There are four labels given to the age groups tied to a specific time frame. They are referred to as Traditionalists, Baby Boomers, Generation X, and Generation Y also known as the Millenials. Each of these groups requires a unique approach when determining strategy in terms of recruitment, management, motivation, and communication style. There is no way to better bridge the gap between generations, than by understanding the very bricks that lie in its foundation (www.centerforcoachingandmentoring.com). The first group identified in the generational quadrant is known as the Traditionalists. This group was born around the turn of the century up through the end of World War II (Lancaster and Stillman 13), around 1900-1945 to be exact. There are currently about seventy five million traditionalists worldwide. They go by names like Joe DiMaggio, Ella Fitzgerald, Charles Lindbergh, and Elizabeth Taylor to name a few (Lancaster and Stillman 18). These individuals grew up with situations that took them to places like Pearl Harbor and Hiroshima, to the Bay of Pigs and Iwo Jima. They grew up on the back porch, the church pew and even the kitchen table (Lancaster and Stillman 18). This group truly lived and learned to do without; after all they did grow up in the Great Depression and had two World Wars to contend with throughout their lives. Many of them grew up listening to their parents throw around phrases such as “waste no, want not” and “save for a rainy day.” These were slogans to live by not just a commandment (Lancaster and Stillman 19). The personality of the traditionalists could be described as loyal, hardworking, and learned to partner with large institutions for the greater common good. Patriotism runs rampant within this group because over fifty percent of them served in the military (Thiefold and Scheef 4). In fact, their strategy is quite militant in that they manage using the top-down approach as a way to get things done. This can create quite a clash the chain-of-command theory meets the shake it up theory within the other groups. Many employees in this generation expected to build a “legacy” or a lifelong relationship with their employer and should be treated as such. Their desire to give back and maintain a path that involves service has companies currently tapping them to come work for them in leadership, training, and recruitment roles (Thiefold and Schief 56). One of the common mistakes that large companies make is forgetting to incorporate this group into their recruiting campaigns and career planning implementation programs. Lancaster and Stillman argue that if Traditionalist were to be asked for their input in planning their career even if it took a different path, that many of them would feel uncomfortable talking with their manager (56). This is due largely in part to their loyalty factor. Knowing this, managers would want to make their Traditionalists feel comfortable. Christine Zust makes several recommendations for communicating with the Traditionalist in the workplace. She suggests that formal language be used, do not waste time and get to the point, focus on a leader’s word for it is their bond, and do not always expect the Traditionalist to share their innermost thoughts right away (13). These are all devices, which allow the Traditionalist to use their years of service and life experience to leave an indelible fingerprint upon each of the organizations they touch. The second group is branded as the “Baby Boomer” generation, at over eighty million. They include those born between 1946 and 1964(Lancaster and Stillman 20). Some powerful examples would be Martin Luther King Jr, Richard Milhous Nixon, Beaver Cleaver, and Barbara Streisand (Lancaster and Stillman 20). These were individuals who made places like the Watergate Hotel, Woodstock, and the Hanoi Hilton famous. They were known for sporting bell-bottoms, taking LSD, and selling Junk Bonds (Lancaster and Stillman 21). The invention of television was a huge mile marker for this group and their key maker is optimism. The postwar economy lent itself to a sense that anything was possible, with the GI Bill and the wide variety of available, decent paying jobs, gave consumers the ability to experience an opportunity rich world (Lancaster and Stillman 22). Another distinguishing characteristic of this generation was competitiveness. After all, eighty million is a lot to compete with for a spot on the cheerleading squad or football team. When Baby Boomers entered the workplace, they saw it fit to change the way things had been managed by the Traditionalists. They valued personal growth, hard work, individuality, and equality of the sexes (Bell and Narz 1). They often bucked at the need to be controlled as well, therefore they could be seen as challenging authority at times (Lancaster and Stillman 23). Baby Boomers were seen as building stellar careers yet simultaneously egocentric. Christine Zust writes that they are considered difficult to communicate with at times (13). She suggests the following when communicating with Baby Boomers.
Include body language as a means of expression, use face-to-face or electronic communication, avoid controlling language, and always speak in an open, and direct yet flexible style (13). They have always wanted to excel, and companies should capitalize on that fact. With many baby boomers nearing retirement age, many organizations could design a strategy that affords them opportunities that would catapult them into the next level. Baby Boomers should seek out their Traditionalist superiors and request projects that will showcase their talents. After all Boomers were the generation that coined the phrases “push the envelope” and “think outside the box.” The third phase in the generational installment is known as Generation X that consists of those born between 1965 and 1980. They represent approximately forty six million worldwide (Lancaster and Stillman 24). Highlights of several key Gen Xers are headliners like the Brat Pack, Quentin Tarentino, Bill Gates, and Michael Jordan. During this time period tabloid journalism and twenty-four hour media became a mainstay and there were not many heroes to emulate because the main figures were far too exposed or human (Lancaster and Stillman 24). Journalists transported the Xers from Cannes to Chernobyl, from the International Space Station to the Internet, and from Scotland to Starbucks through their stories that stripped Americans of their mystique. This group witnessed the questioning of almost every American institution therefore they became marked not by loyalty, or optimism, but by skepticism. In addition, the unheard of appeared in the form of missing children on milk cartons, child molesters, and drunk drivers which conveyed the message that the world just was not as safe as it once was. Single parent households skyrocketed forcing Gen Xers to be resourceful, and independent (Lancaster and Stillman 26). This brought a concept of self-command to the already tumultuous mix of Traditionalists and Baby Boomers. The Gen Xer learned at an early age to build a portable career, full of experience to avoid becoming stagnant and skill to make them indispensable in case they reached a dead end. They often feel the need to look for another job so that they can add another niche to their already impressive resume. When communicating with the Gen Xer it is recommended to learn their language and speak it, use email as a primary form of communication, ask them for their feedback, use an informal communication style, and present the facts (Zust 13). Companies would be smart to keep skepticism in sight when formulating a plan to manage Gen Xers. They should give them responsibilities that vary and could be viewed as resume builders (Lancaster and Stillman 60). An environment that offers challenge, welcomes individual growth, and development should be cultivated. Lastly, an open line of communication should be established to assure the Gen Xer that they are building a portable career. The final installation of the generational bridge is the Millenials also known as Generation Y. They were born between 1981 and 1999 and number roughly seventy six million. Top Millenials range from Prince William to Felicity, Britney Spears to the Backstreet Boys, and Marilyn Manson to Leonardo DiCaprio (Lancaster and Stillman 28). Technology literally jumped into this group’s pocket, with the onslaught of cell phones, PDA’s and pagers. Reality was fed to this generation nonstop and their fears stem from being inundated with violence in places that were formerly considered safe, such as the Columbine Massacre (Lancaster and Stillman 30). This group has reaped the benefit of its predecessors and been given a little bit of loyalty, optimism, and skepticism, making them very pragmatic and realistic. When it comes to the workplace, Millenials are a fan of parallel careers. They not only want to be a hair stylist, but they may want own the salon too. It is important to remember several key points when communicating with Generation Y. Use email and voicemail as primary forms of communication and remember to show humor, do not be too serious. Also, do not be condescending because they will resent it, and let language paint a visual picture. In addition, encourage them to break the rules and explore new paths or options (Zust 13). The tactic best used to manage the Millenial is for firms to acknowledge that successful career paths do not always have to go up. There is more than one direction to consider besides up, or down, it is smart to encourage this Generation to do the best that they can in whatever direction they choose (Lancaster and Stillman 61). This group knows no limits, or boundaries, they make the rules up as they go along and are highly creative, educated, and technologically savvy. For years, people in the workplace have analyzed factors from religion, Zodiac signs, and Myers-Briggs profiles, to socioeconomic status, educational background and thinking styles to understand one another better, yet have failed to recognize the one form of diversity that affects every human being every single day. The ultimate challenge has been set forth. Communicating across four distinct generations, each with different values, beliefs, and attitudes can be achieved. Generational diversity can also represent a particularly powerful element of corporate success when it is managed well and teams work together respectfully and value looking at a problem from multiple perspectives. Collision may seem unavoidable, however when the issues are understood, talked about, and resolved, then an sense of synergy will arise amongst the vastly different facets inside of the generational puzzle.

Works Cited
Hubbard, Edward. The Diversity Scorecard. Burlington: Elsevier Butterworth- Heinemann, 2004.
Kane, Sally. "The Multigenerational Workforce."
Lancaster, Lynne, and David Stillman. When Generations Collide. New York:
HarperCollins, Nagle, Terri. "Coaching Generation X." 25 Mar. 2009.

2002.
Nicholson, Natasha. "Empower the Next Generation." Communication World 25.3 (Mar. 2008): 14-19. Academic Search Elite. EBSCO
Salopek, Jennifer J. "Leadership for a New Age." T+D 60.6 (June 2006): 22-23. Academic Search Elite. EBSCO
Thiefoldt, Diane, and Devon Scheef. "Generation X and the Millenials: What You Need to Know About Mentoring The New Generation." Aug. 2004.
Zust, Christine. "Baby Boomer Leaders Face Challenges."

Cited: Hubbard, Edward. The Diversity Scorecard. Burlington: Elsevier Butterworth- Heinemann, 2004. HarperCollins, Nagle, Terri. "Coaching Generation X." 25 Mar. 2009. 2008): 14-19. Academic Search Elite. EBSCO Salopek, Jennifer J to Know About Mentoring The New Generation." Aug. 2004.