1. Generational Diversity in the Workplace- What Should Employers Be Thinking About? LAURA S. HERTZOG, ESQ. DIRECTOR, EEO/DIVERSITY AND INCLUSION PROGRAMS, CORNELL ILR LAURA.HERTZOG@CORNELL.EDU APRIL 2011

2. 2 Laura S. Hertzog, Esq.  Professional Experience Cornell University Director Hunter College, Dean for Diversity and Compliance Credit Suisse, Director of Global Diversity Chadbourne and Parke, LLP, Director of Associate Development& Legal Personnel New York University School of Law, Instructor Paul, Weiss, Rifkind, Wharton & Garrison, Litigation Associate  Education: Princeton University, A.B. East Asian Studies (Chinese) University of Michigan Law School, J.D. cum laude

3. 2011 Cornell ILR 3 Goals 1. Give a quick summary of the characteristics of four generations in the workplace. 2. Present an example of how these issues play out in the workplace. 3. Not cover all of the details that would be covered in a full day class. 4. Not suggest that everyone in a generation thinks the same way.

4. Why Is This Worth Discussing? 1.This issue is real and it isn’t going away. 2.Unlike some other aspects of diversity, everyone has some familiarity with it-may make it an easier intro D&I discussion. 3.We often discuss this in the context of the US, but generational issues are global ones.

5. Traditionals  Born before 1945  Influenced by the Military  Value Privacy, Boundaries, Experience and Structure Baby Boomers  Born 1945-1963  Leadership style collegial and consensual  Enjoy visible symbols of recognition; “Workaholics” Generation X  Born 1964-1980  Independent, self-reliant, skeptical  Value work-life balance, personal development Millenials  Born 1981 and after  Detailed guidance, frequent feedback, tech savvy  Comfortable w/diversity, group- oriented

6. A Typical Day at Work for: Al the Traditional B.B. the Baby Boomer Xavier the GenXer Millie the Millenial

7. Two Different Approaches Option 1:  Al is mean and out of touch  B.B. is a micro-manager who needs to get a life  Xavier isn’t committed to his job, and is a bad manager  Millie is immature and not very bright

8. Two Different Approaches Option 2:  “See all [workers]as amazing and worth your admiration. When we believe in and admire performers, we interact with them in noticeably different ways.” -Lisa Haneberg, Coaching Up and Down the Generations  Remember to convey the WIIFM

9. Important Keys to Success  Clearly Communicate Expectations  Train Managers on Generational Issues  Focus on competencies, not stereotypes  Think about matching talents to projects

10. In Closing…  Different is neither right nor wrong, just different  Acknowledge your team’s expectations, not just your own Generational understanding does not take the place of concern for the individual