When did you first use a computer? The answer will depend on which generation you belong to.When we consider the changing world, the unique experiences of our generations can and do create not only age discrepancies, but also value differences, gender issues, tension between cultures and problems in team-building and active participation in general.The events in both staff and members’ lives, and how they are perceived, mould unique work and engagement attitudes. If you fail to accommodate these differences, staff turnover rates or association membership could spiral downwards.
In the Canadian context where cultural, linguistic, gender, regional, religious diversity have been integral to our makeup, we now need to pay attention to another significant dimension of diversity and inclusion. Generational diversity – not a new, but a significant dimension to pay attention to as an intersection of other dimensions
“Diversity is the mix. Inclusion is making the mix work.” So stated Andres Tapia in The Inclusion Paradox.
How do you make the mix work? Diversity is an adjective or noun, but inclusion is a verb - in order to include the gen Ys, it is going to take a different type of inclusive approach. Good communication skills and organizational capacity to be approachable to all generations in marketing, programming, image and demeanor is critical for success. Knowledge and awareness of the value differences between the generations as intentional information is a best practice in many associations and is reflected in programming, focus groups and education at seminars and conferences.
So who are they? How are the generations categorized? For the first time ever we now have four generations in the workplace. Let’s look at the first three:
The wisdom or veterans – who are still around as senior executives, advisors and certainly Board members where their values permeate several associations. They were born before 1945 and are sometimes termed, “The New Elderly” – with longer life spans they may want to continue making a contribution to associations – they were significantly influenced by the wars and the great depression . Many of today’s leaders were managed by the veterans and their styles and values often still permeate traditional associations.
The boomers – born between 1946 and 1964, they have styles that have been successful as leaders and in some cases are now reluctant to retire or re-tread. They see the work world as changing, enjoy positions of power and success and are concerned about what they will do without work and positions of authority. For boomers, work has been a defining part of self worth. This generation juggles responsibilities for their own families, aging parents and preparation for their own retirement so have increasing complexity as they are trying to leave the workplace. In many cases in the association world, boomers really want to leave a legacy.
Generation X – born between 1965 and 1980, they have experienced the changes in the corporate world which heightened a sense of cynicism to work. This was the first generation who saw both parents likely to work - “latch key” kids who fostered a high level of independence. Their exposure to corporate layoffs has led Gen Xers to value self-reliance and work/life balance. Loyalty to the organization is lower on their scale of values. This cohort feel that they face “the grey ceiling” as boomers don’t retire and block their advancement. They have a realistic approach, always having their resumes ready and looking for opportunities to develop their skill sets.
A Closer Look at Generation Y
Generation Y, also known as Millennials or The Net Gen, were born between 1981 and 2000. They are much more likely to accept multiculturalism as a way of life. These technology –oriented employees like challenges that they can solve using technology that has always been part of their lives.
This generation are very ambitious and demanding - they question everything and have been raised to get instant and frequent positive feedback. Their parents have been their allies and supporters and they look for the same thing in the workplace. This is the generation of “Scoreless Soccer” where everyone gets a trophy.
Their friends and social networks are extremely important so how the workplace is set up to embrace those opportunities is critical. They walk in with lots of information both in their heads and at their finger tips. They have very high expectations of both themselves and their managers. They look for challenging learning opportunities and certainly don’t want to wait for them – managers of even small teams need to be very explicit about what options and opportunities for learning are available for development and growth on a very regular basis.
Remember this generation gets feedback from friends and family immediately on the push of a button - their expectations are that that will continue in the workplace.
Gen Ys have been told since they were toddlers that they can be anything they can imagine and it is an idea they have clung to – even with their outlook shaken by 9/11, shootings at high schools and other wars and natural tragedies. As a cohort they have a very strong sense of social responsibility for environmental and social causes which is a card associations can leverage for recruitment and retention of Gen Ys if communicated effectively.
The result of many focus groups and studies of the characteristics of an ideal job for Gen Ys are:
Challenging work
A variety of work
An environment that fosters a spirit of creativity and innovation
Recognition and reward for high performance
Flexibility – in work schedule
Flexibility in the way work is done
Ability to balance personal and professional lives
Mentoring opportunities
Organizational values that align with personal values
An environment that involves a diversity of people
Good pay (notice it was not at the top of the list)
So with these as the criteria that the Gen Ys are stating as important it would be an interesting opportunity for association managers to discuss and rate these with their staff. Engagement is critical but can only be successful if there is a real attitude of mutual respect and willingness to learn from each other.
Therefore, in the entire HR Cycle from recruitment, there needs to be candid conversations regarding roles, responsibilities, and opportunities for growth, learning and development.
Gen Ys like knowing the big picture – they have been a part of family discussions and have had input into decisions like family vacations – they do not like being relegated to positions in organizations where they don’t have a voice. Associations can leverage their small team organizations if they are truly inclusive and both listen to and respect the Gen Ys perspectives and strengths.
Many Gen Ys actively search out not-for-profits for their social causes, but are disillusioned quickly when they are under-utilized and their strengths are not acknowledged nor their ideas included.
The benefits of this cohort is that they are energizing, creative and innovative. They delight in making positive systemic and organizational change. Which begs the question: can you afford not to engage them?
For example, when working in Canada or with Canadians it is best to avoid subjects such as Indian Residential Schools and Quebec separatism, even though they may be the latest news items that you’ve heard about. With the Irish, Colonialism, Northern Ireland and the Traveler community may be touchy subjects. Even though you may now have a small list of topics to avoid, the Irish are keen to talk about any subject and will easily carry a conversation on any controversial subject. Such willingness to talk openly and the love of conversation, arises out of the pub culture which makes the perfect environment for lively conversations!
Canadians in contrast may become quiet if the conversation moves onto a subject that they find uncomfortable and won’t be as open to discussing all topics.
This is but a short example of two cultures. The subtle difference in context and communication styles across borders offers many missed opportunities to those that lack a particular cultural competence.
Whether working across borders or with team members from a diverse background, the ability to understand other perspectives and the cultural nuances that influence behavior is an indispensable ability that will improve team performance. These competencies are especially important while managing a team during a difficult transition or acquisition, or during an expansion into new markets or territories.
