Today’s workforce spans four generations. Technology and this broad age range have changed the work environment and impacted job performance, communication, and office dynamics. A multi-generational workforce creates challenges related to diverse perspectives, priorities, and work styles. And when you add gender into the equation, it gets even more complex.
In this session, we will look at the different generations of Baby Boomers, Gen X and Millennials and explore the dynamics between these groups, while acknowledging the diversity within each generation and looking at the impact of gender too. We will also look at the attitudes and assumptions of Millenials, what makes this generation tick, what they expect from a leader and how they view the workplace, and how they perceive gender bias.
Developing an inclusive culture will be critical to build upon the value and contribution of all generations and genders – and this is all the more important in a context where corporate cultures are being transformed to cater for increased diversity, flexible work environments and global virtual teams.
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As millennial women ourselves, we are passionate about helping the next generation of women leaders advance. We learned a lot from the young women and talent executives we spoke with and are thrilled to share their voices with you. We interviewed company executives and rising female stars at A.P. Moller Maersk, BlackRock, eBay, Fidelity, HubSpot, Philips, and RBC for this study.
The hierarchical structure of the corporate ladder governs how information flows and whose ideas matter, defining career success as a linear climb to the top. The ladder’s one-size-fits-all approach assumes employees are more alike than different, and want and need similar things to deliver results. But the workplace isn’t what it used to be.
In many ways, the recession was a wakeup call for corporate America. As companies cut back their workforces, those remaining were asked to do more with less. Now, we’re all expected to be generalists, not only willing, but capable of learning across the organization. We have to ease effortlessly into new roles and responsibilities while expanding on our already-existing skill sets, regardless of our official job description or title.
In 2012, when Anne-Marie Slaughter came out with the article “Why Women Still Can’t Have It All” in the pages of The Atlantic, ambitious millennials—a generation roughly defined as those born between 1980 and 2003—let out a collective gasp. Slaughter had it all if anyone did: Ivy League education, big job at the State Department, a husband willing to share the work at home, enough money for child care. Yet she still felt like it was all too much.
I am female and a Baby Boomer — and an expert on gender and generational differences in today’s workforce. At the intersection of these two areas of difference in today’s workplace, I want to explore:
The assumption that we are now in a “post-gender” cohort — that gender itself is irrelevant and that the gender battle is over — is misinformed.
So said 20-first CEO Avivah Wittenberg-Cox, a gender bilingualism and diversity expert, and the founder of the Chautauqua and the European Professional Women’s Networks.
Avivah Wittenberg-Cox is speaker, author, consultant and CEO of 20-first, one of the world’s leading gender balance consultancies.
Her latest book is a more personal take on gender balance at home. Late Love: Mating in Maturity (Motivational Press, 2018)
For the first time in history, five generations will soon be working side by side. But whether this multi-generational workplace feels happy and productive or challenging and stressful is, in large part, up to you: the boss.
We read a lot about hip Millennials, their flexibility and smartness. On the other hand, we are wondering how their open-mindedness does not show up in diversity, equality or political discourse. Global research shows some new answers.
One of Aoife’s recent blog entries shared some insights on the PwC Sponsored session that took place at this year’s Women’s Forum for Economy and Society’s annual global meeting.
Millennials, generally defined as people born between 1982 and 2000, were supposed to be the generation that forged what has been called “a new national consensus” in favor of gender equality.
A few years ago, at PwC we began to wonder why our younger people didn’t seem to be motivated by the same things that motivated the generations before them.
The Female Quotient created The Modern Guide to Equality to accelerate the change in the workplace we want. Together with partners, Atlantic Media Strategies and Catalyst, it addresses the problem holistically...
In this unique study, Catalyst studies the work experiences and expectations of the next generation of leaders in both U.S. and Canadian business.
The Millennial generation is projected to be 50% of the global workforce by 2020.
There has been a strong interest in Millennials for well-over a decade and this interest does not show signs of subsiding. So what is this fascination about?
Last year, many millennials seemed to be planning near-term exits from their employers. But, after 12 months of political and social upheaval, those ambitions have been tempered
By 2020 Millennials will make up over a third of the global workforce. That’s one reason so many reports about them exist. Some say they are disloyal, self-absorbed and lazy, while others claim they’re a generation of digital entrepreneurs and innovators.
Entre les générations X, Y, Z et les baby-boomers, il y a des différences dont nous pouvons tirer parti. La génération Z arrivera dans les entreprises en 2016
A beautifully graphic summary of the key phases of women's careers. What each decade represents, where companies' demands conflict, and how to adapt to 21st century talent realities. Men, women and companies will find this a fun and powerful summary of a complex and pressing issue.
Many organizations believe that the Millennial generation is paving the way for innovation yet employers struggle to understand what makes this generation tick
Il n'y a que dans l'entreprise où trois générations sont obligées de passer ensemble 35 heures, voire plus, par semaine... Chacun voulant aujourd'hui garder ses spécificités, le risque d'un choc générationnel est grand, presque inévitable !
Greenlight for girls is an international organisation dedicated to inspire girls of all ages and backgrounds to pursue STEM subjects