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Workplace Diversity - Across Age Boundaries

In June and July 2009, I addressed the issues around workplace diversity in terms of multiple generations within the workforce (The Changing of the Guard - Parts 1,2, &3). Those blog entries focused on workplace practices of age discrimination against employees over 50 years old. Those entries may represent research bias and a 'slant' towards elderly workers. This bias is possible in part because I fall into the 50 and over crowd. However, sound ethical research consists of reviewing an issue from multiple perspectives. I would be remiss to not provide the other side of this topic. As a result, this entry will attempt to discuss age discrimination in the workplace from the perspective of the younger generation.

Inaccurate Presumptions

When the term age discrimination is discussed, it is typically presumed that an older worker has been treated wrong because of their age. It must be noted that there are also younger employees discriminated against because of their age. Having taught multiple aspiring business leaders and managers during the past five years at the University level, the stories of disrespect and discrimination shared by younger employees are just as unethical, immoral, and horrifying as older employees - in some cases even worse.

Younger employees (i.e. recent college graduates; less than five years in their first job; age range approximately 21 - 29 years old) say they have experienced at least one of the following behaviors, attitudes or stereotypes at work:

> Their opinion on work-related issues is not valued or solicited;

> They are not taken seriously because they attempt to inject innovation or change;

> They are told that they do not have the knowledge or experience to be successful;

> In some cases, they are feared because they DO have the knowledge, skills, and abilitities to be successful that their older counterparts do not have;

> Their salaries may be lower than other co-workers doing the exact same job, and with the exact same responsibilities.

Upon Further Review

In my June/July 2009 blog, I also mentioned the fact that older workers would be hesitant in spending their discretionary income on products and services of a company who released them. It may be reasonable to assume younger workers would feel the same way about a company who discriminates against them as well. Young workers also have significant discretionary income. TV video games, music and movie sales, and cell phone sales can attest to the selling power of our younger workers.

In the prior blog, I displayed short-sightedness as I expressed my concern about effectively executing knowledge transfer processes with younger or newer employees in the organization. If technology and technological advancements provide a competitive advantage, and the younger workers have the appropriate technology savvy, knowledge management/knowledge transfer may very well produce the desired results. From my own personal experience, I can recall receiving on-the-job-training as a newer employee in the corporate world at the age of 21. I also recall successfully applying the business processes and procedures I was taught at the age of 21 years old. For me to think that I could be an effective employee at 21 years old over 30 years ago, and that today's 21 year old can not is narrow minded.

Implications for the Future

Similar to other forms of workplace discrimination, stereotypes based on age will continue to exist. Unfortunately, the amount of time employees invest in such behaviors and attitudes has a direct negative correlation in organization productivity and effectiveness. Many companies today are struggling with profitability(and survival). Business leaders must make every effort to implement and support a positive, healthy work environment which entails acceptance - regardless of one's demographic background. A non-inclusive work environment and organizational culture is counter productive. Aging is inevitable. Business leaders must ensure the knowledge management process includes all employees and values their opinions and ideas.

Any practices opposite of inclusion and valuing diversity will fail. Additional review and investigation of workplace diversity initiatives may also help leaders identify another potential 'point of failure' in operating a truly high potential and effective organization. More information on workplace diversity can be found in Corporate Leadership Selection: Impact on Business, Employees, and Society (Authorhouse Publishing).

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