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Diversity in Organisations > Age Diversity in the workplace > Flashcards

Age Diversity in the workplace Flashcards

1
Q

What is Ageism? (4 factors)

A
  1. When someone’s age is used to make decisions about employment
  2. 􏰀When assumptions about ability and competence are based on age
  3. 􏰀It applies to people of all ages
  4. 􏰀It is based on stereotypes, prejudices and
    beliefs
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2
Q

What is the case for Age diversity? (6 Factors)

A
  1. Population constantly growing older and feeling younger
  2. Increasingly diverse society and workplaces
  3. In tune with organisational values and culture
  4. Corporate social responsibility
  5. Strong business case for recruitment and retention of staff of all ages
  6. “Seniors” are a growing market potential
  7. Employers do have information on the age of their employees, making it easier to measure.
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3
Q

Who are the traditionalists aka silent generation? (3)

A
  1. The “Brick Builders” of Corporate Culture.
  2. Entered the workforce in a ‘job for life’ organisational culture where you climb the corporate ladder based on tenure with the organisation.
  3. Life experiences shaped by WWII, The Great Depression, the golden age of radio, the Korean War, silver screen, rise of labour unions, discovery of penicillin.
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4
Q

What are the stereotypes of traditionalists? (7)

A

current Age: 90

  1. Great respect for authority/ expect respect for experience.
  2. Inclined to follow the rules.
  3. Patient.
  4. Duty before pleasure.
  5. Loyal.
  6. Practical.
  7. Hardworking and dedicated.
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5
Q

Who are the baby boomers? (3)

A

Current age: 65

  1. Parents followed the rules, they wanted to challenge the rules.
  2. Entered the workforce in tough economic times and had to fight their way up the ladder.
  3. Life experiences shaped by Civil Rights Movement, women’s liberation, Cuban Missile Crisis, Vietnam War, Woodstock, moon landing, rise of television, Kennedy assassination.
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6
Q

What are the stereotypes of baby boomers? (9)

A
  1. Challenge authority.
  2. Teamwork and cooperation.
  3. Distrust of technology.
  4. Ambitious, pursue high achievements
  5. Workaholic
  6. Optimistic.
  7. Value personal satisfaction.
  8. Crave external recognition.
  9. Have difficulty sharing praise.
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7
Q

Who are generation X? (4)

A

Current age: 38-53

  1. Experience of much corporate downsizing led to mistrust of organisations, hence more likely to have loyalty to their supervisors.
  2. Likely to exceed expectations and deliver results.
  3. Value competence over tenure.
  4. Life experiences shaped by MTV, emergence of personal computers, the AIDS crisis, the Challenger disaster, massive corporate downsizing, fall of the Berlin Wall, beginning of the video game era.
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8
Q

What are the stereotypes of generation X? (6)

A
  1. Slackers
  2. Change jobs frequently/focus on own professional career ladder rather than corporate ladder.
  3. Dislike rigid, hierarchical organisational structures.
  4. Self-reliant, risk-takers
  5. Global outlook
  6. Balances work and personal life / work to live attitude
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9
Q

Who are Millennials? (5)

A

Age: 18-30

  1. Create the rules.
  2. Likely to feel loyalty to peers and want equitable treatment for all.
  3. Want to make a contribution.
  4. High expectations of employers in terms of benefits, flexibility and compensation.
  5. Life experiences shaped by 9/11, Terror attacks / war on terror, digital age, Enron and other corporate scandals, reality TV, social media.
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10
Q

What are the stereotypes of millennials? (6)

A
  1. Overconfident
  2. Self absorbed
  3. Difficulty distinguishing professional and personal lives.
  4. Lazy, entitled.
  5. Competitive
  6. Tech-savvy.
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11
Q

How do we typically manage each generation in the workplace? (what do they need) (4)

A
  1. Traditionalists need respect
  2. Baby boomers need success
  3. Generation X needs autonomy
  4. Millennials need validation

Source: Lieber (210510)

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12
Q

What did the study questioning the generational differences in the workplace find about stereotype age categories? (3)

A

Small support suggesting:
1. Baby boomers are less likely to move jobs than Millennials or Generation X staff.

  1. Generation X less likely to work overtime than Baby Boomers or Millennials
  2. Baby Boomers are more likely to be compliant than Generation X or Millennial employees.
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13
Q

What did the reverse mentoring case study reveal? (1)

A
  1. Results suggest benefits for both sides of mentoring, including:
    - leadership development
    - knowledge creation
    - relationship building
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14
Q

What are the impact on society of unemployed older people? (4)

A
  1. The dependency ratio (how many people each person in work is supporting via their taxes) continues to rise
  2. Organisational Pension Schemes struggling to pay out
  3. Nearly one fifth of all workers in the industrialised world are over 50 years and there are proportionally fewer school leavers in the available labour market
  4. Demand for health and social care services continues to increase
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15
Q

What are common misconceptions about employing older workers? (4)

A
  1. Low productivity
  2. Difficult to train
  3. Poor health
  4. Blocking opportunities for younger workers
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16
Q

What are the benefits of employing older workers as part of a multi- generational workforce? (5)

A
  1. Broader range of skills and experience
  2. Opportunities for mentoring new recruits
  3. Transfer of skills across the workforce
  4. Reduced staff turnover
  5. Improved staff morale
17
Q

Why is flexible work and phased retirement so important? (5)

A
  1. Part-time and flexible working are key to helping many older workers stay in the labour market up to state pension age and beyond”
  2. Retain skills and experience longer;
  3. Manage succession through mentoring of new recruits;
  4. Match productivity to periods of peak demand;
  5. Extend periods of customer service; and Keep semi-retired skilled workers on call
18
Q

What are some ways to achieve flexible working and phased retirement? (10)

A
  1. Flexi-time
  2. Part-time hours or split shifts
  3. Job sharing
  4. Compressed hours
  5. Temporary contracts
  6. Seasonal work or term- time only
  7. Home working
  8. Unpaid leave
  9. Annualised hours
  10. Call down and zero hours contracts
19
Q

Why is age monitoring important to include? (2)

A
  1. Organisations will already gather recruitment data via equal opportunities monitoring forms.
  2. It will be important to add age data to these mechanisms to ensure that at every stage of the process you can check that age discrimination is not taking place.
20
Q

What did the NHS do for elderly? (4)

A
  1. Career Management for older and more experienced staff
  2. Schemes for second or third careers
  3. Job Design to adapt to the differing needs of different age segments
  4. Flexible employment arrangements for staff of all ages
21
Q

What did the BP case study incorporate? (10)

A
  1. Believed Age Diversity has become a business issue
  2. Age Diversity is an integral part of their Diversity approach and our Code of Conduct
  3. Focus away from older employees towards a broader perspective on all age groups
  4. Diversity/Age embedded in Leadership programs
  5. They Recognised age in all strategic HR processes
  6. Age Initiatives in European countries (e.g. Mutual Mentoring in the UK, Mentoring in France, Age Management Project in Germany, work-life cycle offers)
  7. Driving the inclusion agenda from Group-Leader and Senior Level Leaders to a corporate culture also towards an appreciation for becoming older in the company
  8. Leadership awareness and capability on leading diverse teams
  9. Promoting the culture of life long learning and work-life options (Education, Training, Job-Rotation, Competency Management, Mentoring, Flexible Working offers, preventive Health Management…)
  10. Develop measurement of indicators relevant to Age Diversity  Inter-generative teams with generation-mix (representation)  Succession & Development plans covering age
    - Measures of Learning/Training
22
Q

What is the reverse mentoring initiative?

A
  • older executives are paired with and mentored by younger employees on topics such as tech, social media and current trends

Diversity in Organisations (9 decks)

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