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The Diversity Opportunities of Today –

It’s Generational
By T. Hudson Jordan

D
Director, Global Diversity & Talent Strategies
Pitney Bowes Inc.

Diversity within Having sensitivity to these characteristics can help

an organization has
evolved over the years
to encompass the many
ways in which people
differ from one another.
Early diversity conversations may have focused solely on
race, while today, the term diversity encompasses a range
of factors that influence how individuals interact and
propel companies to success. Increasingly, the conversa-
tion about diversity is one about generations.
Do you work with someone of a generation
different than your own? The answer to this question is
a resounding yes for most of the workforce. Today,
there are up to four different generations working
side-by-side within large organizations. Key char-
acteristics of each generation, including how they
approach work, work/life balance, and employee
loyalty, among other aspects, vary greatly. These
differences can become a problem if they become
negative generational stereotypes. This can cause
conflict among teams and departments, hampering
productivity and morale in the workplace.
Many factors in the workplace support fostering
inclusion, where team-based decision-making is
the norm. And, similar to other differentiating
characteristics among individuals, a multi-generational
workforce requires awareness, increased communica-
tion, and an inclusion strategy to make productive
use of generational differences.
Awareness
Generalized characteristics are often associated with
each generation. Awareness of these characteristics
can help employees better understand an individu-
al’s actions and motivations, but it’s important not
to reinforce stereotypes, either positive or negative.
managers and employees better structure their work
interactions and policies to increase productivity.
Communication
Arm managers and employees with the communi-
cation skills necessary to resolve disagreements before
they turn into conflict. Because generational
differences can deal with an individual’s personal values,
generational disagreements within the workforce are
often emotionally charged. Once a situation turns into
a conflict, it is much more difficult to mitigate
such intense feelings among employees.
Inclusion strategy
Incorporate generational opportunities into
a company’s diversity and inclusion strategy. The num-
ber one message of any inclusion strategy should be
to respect differences. Without an inclusion strategy,
the workforce will be left without the right resources
and tools to effectively deal with their differences.
Increased awareness, communication, and an
inclusion strategy will help organizations address how
various generations can work together. Although each
generation has its own preferences in how to work,
adaptability and flexibility are needed to help organiza-
tions leverage the differences created by such diversity.
The move to a more dynamic management style
will enable greater collaboration, creating an inclusive
environment. Inclusion represents opportunity for
growth, new knowledge, and global community.
A team-oriented culture will also spur the
cross-fertilization of ideas, resulting in innovation that
earns your company a competitive edge. PDJ

46 Pro f i les i n D i ve rsit y Journal January/February 2010