Earlier this year, Sally Fields starred in a movie called Hello, My Name is Doris as a wacky 60-something clerk working in a hip company run by millennials. Leaving aside the film's focus on Doris's unrequited crush on a younger colleague, the film provided ample evidence of the disconnect when baby boomers work among younger (read: more hip) employees.
Sight gags abound: Doris unable to keep her balance on the mandated switch from office chair to stability ball; Doris learning how to use the Internet (gasp!) from her friend's granddaughter. You get the picture. As much as it made this baby boomer cringe, this film, like DeNiro's The Intern, went over the top in portraying how cool the young folks discovered their older colleagues can be. Talk about condescending.
I reference movies frequently, but that's because they reflect our cultural zeitgeist, whether or not we want to admit it. And what I suspect most HR people and managers throughout the organizations don't want to admit is a level of condescension towards employees who are outside the mean with respect to age, political leaning or educational levels.
My work as a job search coach and resume writer provides no end of anecdotal evidence that a lack of workplace diversity exists in America. Sure, we strive (rightly so) for diversity within ethnicity, race, religion and sexual orientation, but otherwise? Not from where I'm sitting.
Tales from the trenches include Tom, whose career in global supply chain management in the medical devices industry has won his employers significant revenue growth and cost savings. Self-employed for the past 3 years, he's now looking for a job, but is worried about being middle-aged and not having completed a college degree. Quantifiable achievements will likely make the lack of degree less relevant, but his age is proving to be a factor.
Consider Annette, who is staunchly conservative in her political views, which might make her a cultural fit for many red state-based companies, but she lives in largely liberal Boston. While it is generally wise to refrain from political debate in the workplace because you can be disciplined or fired, employers tend to avoid hiring people whose world view clashes with that of the majority.
And then there are people whose priorities are different. I nearly got rejected for a job where I wound up working happily for 11 years because I was a 47-year old suburban mom and the people who I interviewed with were mostly in their late 20s. At 47, it wasn't age that thwarted my appeal; it was that I was going to be walking out the door in time to have family dinner, not hitting the local pub to shoot pool and down a few beers.
What's the danger here? It's a question of whether everyone in a company needs to be a "cultural fit." In a Harvard Business Review article, Katie Bouton argues that "Culture fit is the glue that holds an organization together," making it a key trait to identify when hiring. She cites a Society for Human Resource Management (SHRM) study noting that the turnover caused by poor fit can cost an organization between 50 and 60 percent of the person's annual salary.
Data doesn't lie, but perhaps we need to rethink what we mean when we talk about cultural fit. Maybe it's less about "You're just like the rest of us!" and rather, "You share our corporatevalues!" Bouton recognizes this, and advocates for companies to define their organizational values, whether they be collaboration, entrepreneurial mindsets or fierce independence.
But the danger, I believe, is in seeking common corporate values based on other, more personally held values. An organization's values should be unifying, not dividing. In other words, millennials and baby boomers may think differently about many issues, but they can agree that providing stellar customer service is a mutual goal. Conservatives and liberals can unite over whether or not they are comfortable working for a tobacco company. Joining the crowd after hours to socialize isn't an issue if parents and non-parents share a passion for writing the most bug-proof code.
If your organization has these values, they can transcend those closely held personal convictions, and create a culture where everyone belongs.
アルバックは1952 年、「若い世代の未来を真空で豊かにしたい」「真空技術で産業と科学の発展に貢献しよう」という若い技術者の理念のもと、6 人の当時の財界有力者が出資者となって誕生した企業です。真空技術は現在でも欠かせないもので、液晶フラットパネルディスプレイ、半導体、電子部品、さらには自動車、食品、医薬品など多くの生産工程でアルバックの真空技術が使われています。
急速な変化を続ける業務環境では、従来のやり方にとらわれ ない適応力が求められます。重要なステークホルダーの関心 をどうやって組織全体の方向性に重ねていくかは、今までにな い優先事項となっています。お客様のビジネスに合わせて柔 軟に対応できるよう設計されているコーナーストーン社外向 けトレーニングは、組織の成長に合わせ、社外の利用者にも 最新の情報と学習内容を提供します。
Strategies and Tools for Driving Learner Engagement
Many organizations are prioritizing learning to attract, retain, and grow top talent, but implementing the strategies at the right time for the right learner can be tough. Doing it with tight resources, even tougher. Andersen Corporation has experienced this. They knew it wasn’t enough to follow the standard “if you build it, they will come” mentality for learning.