4.5 Amrywiaeth o ran cenedlaethau
Mae deall disgwyliadau gwahanol genedlaethau yn ddefnyddiol i archwilio anghenion eich gweithwyr a’ch myfyrwyr.
Bydd y gwahaniaethau rhwng cenedlaethau, profiadau a disgwyliadau’r rhai sydd wedi ymsefydlu yn y gweithle, neu sydd wedi ymuno yn ystod y cyfnod clo a allai fod wedi cael eu rhoi ar ffyrlo neu eu swydd wedi ei diddymu, â’r rhai sy’n cychwyn yn eu swydd gyntaf yn wahanol iawn i’r rhai yn y sefydliad cyn COVID-19. Bydd eu hyder, eu hanghenion a’u disgwyliadau yn amrywio. Efallai na fydd y rhai sydd wedi ymuno yn ystod cyfnod clo erioed wedi cyfarfod eu tîm yn y cnawd, a bydd y rhai sydd wedi dod yn syth o addysg ffurfiol wedi cael profiad digynsail o gylch parhaus o addysg ffurfiol yn addasu yn ystod cyfnodau clo.
Mae’n debygol y bydd angen i’w sgiliau a’u lefel o ddealltwriaeth o sut i ymddwyn mewn gweithle gael eu datblygu a’u cefnogi. Os oedd eu profiad cyntaf o weithio o bell, bydd amgylcheddau gwaith yn y cnawd yn addasiad, bydd eu gallu digidol yn amrywiol, a gall eu gwytnwch fod yn is na’r disgwyl.
Bydd gan y rhan fwyaf o sefydliadau weithlu amrywiol o ran cenedlaethau. Er ei bod yn synhwyrol ystyried eu gwerthoedd a’u credoau a’u harddull gwaith, mae’n bwysig hefyd peidio â thybio bod pawb o blant y mileniwm yn alluog yn ddigidol neu na fydd y rhai aned yn yr 1960au yn gallu ymdrin â thechnoleg. Gan ddibynnu ar eu rolau yn y sefydliad a’u profiad, mae angen i chi ystyried yr unigolyn. Mae’n bwysig deall yr amgylcheddau y mae cenedlaethau gwahanol wedi bod yn agored iddynt, eu haddysg, disgwyliadau gwaith a’u mynediad at dechnoleg. Gall deall sut i ddwyn cenedlaethau gwahanol at ei gilydd i ddysgu oddi wrth ei gilydd fod yn fuddiol i sefydliad, i annog amrywiaeth a safbwyntiau gwahanol.
Mae’r ffeithlun gan Generation Z [Tip: daliwch Ctrl a chliciwch dolen i'w agor mewn tab newydd. (Cuddio tip)] yn rhoi trosolwg defnyddiol o’r nodweddion, tueddiadau a gwerthoedd y gall pob cenhedlaeth eu dwyn i’r gweithle.
Gweithgaredd 13: Sut i greu ymddiriedaeth ar draws cenedlaethau
Timing: 25 munud
Yn y fideo mae’r cyfranwyr yn rhannu eu dealltwriaeth o anghenion cenedlaethau. Wrth i chi wylio, ystyriwch sut y gallech ddatblygu diwylliant o well dealltwriaeth rhwng cenedlaethau yn eich sefydliad.
Download this video clip.Video player: hyb_1_2022_sep116_expectations_of_generations_compressed.mp4
Transcript
GEMMA HALLETT:
Mae cynifer o gyfleoedd drwy brentisiaethau gradd, prentisiaethau, dysgu ar-lein, cyrsiau bach byr, microgymwysterau, cyrsiau dwys, academïau. Pan oeddwn i'n gadael yr ysgol, roedd yr opsiynau yn gyfyngedig. Mae llwyth o opsiynau nawr. A'r hyn sydd ei angen arnom yw i'r byd gwaith ddechrau gweld, mewn gwirionedd, y gallwn eu cael i mewn yn gynnar. Gallwn eu hyfforddi sut bynnag rydym yn dymuno. Gallwn eu hyfforddi'n fewnol. Gallwn eu hyfforddi drwy ddarparwyr gwahanol.
Ond, i bobl ifanc, mae'n ymwneud â dechrau gweithio'n gynnar, meithrin sgiliau, dysgu ac ennill arian. Yn yr economi hon, dyma'r gwahaniaeth rhwng gadael gyda dyledion neu adael gyda gradd a dim dyledion. Mae cynifer o opsiynau
Ac rwyf wedi cwrdd â phobl ifanc yn y cymoedd sy'n uwchsgilio drwy gyrsiau micogymwysterau amrywiol ac yn rhedeg busnesau ar yr ochr, ar ôl dysgu eu hunain drwy YouTube. Mae cyfleoedd anhygoel ar gael erbyn hyn. Un llwybr yw mynd i'r brifysgol. [CHWERTHIN] Mae'n ddrwg gen i, ond mae llawer mwy.
Rwyf wedi dysgu cymaint gan bobl ifanc. Rwyf wedi bod yn astudio Cenhedlaeth Z. Ond, cyn hynny, roeddwn yn gweithio ym myd addysg. Felly roeddwn yn dysgu'n gyson am beth sy'n helpu pobl ifanc i ddysgu yn well. A'r hyn rwyf wedi'i weld yw datblygiad y genhedlaeth hon sydd am fanteisio ar gyrsiau bach byr a dysgu ar alw. Mae'n fwy na'r hyn y maent yn ei weld a'i glywed yn unig, mae'n ymwneud â sut maent yn ymgysylltu. A'u hymddygiad, a sut maent yn dysgu.
Mae'n golygu bod ‘ymlaen’ drwy'r adeg, ac ar gael i ddysgu yn gyson. Ac YouTube yw'r ail chwilotwr mwyaf am reswm, oherwydd bod pethau ar gael ar ffurf gryno. Mae'n uniongyrchol.
A'r hyn rwy'n ei ddysgu gan Genhedlaeth Z yw'r bobl ifanc hyn yn dweud wrthyf eu bod am ddysgu'n gyson. Nid rhywbeth hanesyddol, unionlin, un flwyddyn academaidd ac un pwnc yw dysgu. Mewn gwirionedd, mae'n golygu ‘rydw i eisiau gwneud ychydig o hyn a'r llall. Ac mi fydda i'n dysgu wrth fynd, ac yn rhoi'r gorau iddi oherwydd bod y cyfan ar gael.’
Mae gennym bobl mewn diwydiant yn gwneud penderfyniadau. Ac rydym yn dal i ddod o'r safbwynt hierarchaidd. Mae pobl yn meddwl, iawn, rydym wedi gwneud pethau fel hyn erioed felly byddwn yn parhau i wneud pethau fel hyn. Ac rydym yn wynebu rhwystrau. Ond y cyfan sydd angen i chi ei wneud yw siarad â phobl ifanc, neu siarad â'r bobl rydych yn eu cyflogi, siarad â'r bobl rydych yn gweithio gyda nhw. Beth sy'n gweithio orau i chi? Ac rwy'n credu bod hynny'n dileu'r rhwystrau.
Felly'r hyn y mae'n rhaid i ni ei ddeall gan bobl ifanc, os gallaf fynd â chi ar daith fach, mae gennym Genhedlaeth Alffa nawr sy'n dechrau yn yr ysgol gynradd sydd wedi arfer â newid y teledu drwy lusgo eu bys. Hon yw'r genhedlaeth lusgo, y genhedlaeth gyffwrdd.
Un o'r pethau rwy'n gyffrous iawn amdano o ran dyfodol gwaith yw nid y gwaith ei hun o reidrwydd ond yr amgylchedd. Felly mae gennym Genhedlaeth Z sydd wedi tyfu i fyny ar eu dyfeisiau a'r genhedlaeth nesaf o gyflogeion yn dod i mewn sy'n barod i ddysgu, sydd eisiau dysgu, eisiau meithrin sgiliau newydd ac sy'n mynd ati i wneud hynny yn eu hamser eu hunain. Rwy'n meddwl bod hynny'n feddylfryd hanfodol y gallwn ei groesawu a mynd allan o'u ffordd a gadael iddynt barhau i wneud hynny ym myd gwaith.
A gwyddom fod gweithio hybrid a gweithio o bell yn dod beth bynnag. Y cyfan y mae'r pandemig wedi'i wneud yw cyflymu hynny. Felly mae o fudd i Genhedlaeth Z, ac mae'n rhywbeth rydym wedi anelu ato erioed. Nid pawb. Dydw i ddim eisiau cyffredinoli. Ond mae'r bobl o Genhedlaeth Z rwy'n siarad â nhw, y bobl ifanc rwy'n siarad â nhw, yn llawn cyffro am y posibilrwydd o weithio o bell, a pheidio â chael swydd 9 tan 5 gyffredin. Mae'n addas ar gyfer eu ffordd o fyw ar alw a chryno.
JESSICA LEIGH JONES:
Felly o fewn fy sefydliad yn iungo, gwnaethom ddarganfod er bod y bobl ifanc a oedd yn ymuno â'n sefydliad yn gyfarwydd iawn ag adnoddau cydweithio digidol, nid oeddent yn gallu defnyddio Excel yn arbennig o dda.. Felly, fel rhan o'n proses gynefino, bu'n rhaid i ni ddarparu hyfforddiant penodol ar ddefnyddio Excel a datblygu fformiwlâu Excel.
I aelodau mwy aeddfed y gweithlu, yr adnoddau cydweithio hynny oedd yn peri anhawster. Gallaf feddwl am enghraifft benodol lle byddai rhywun ond yn lanlwytho eu gwaith pan oedd wedi'i gwblhau yn llwyr, ac roedd hynny'n rhwystredig iawn i'r arweinwyr digidol a oedd yn dweud bod angen creu'r ffeil o fewn Google Workspace. Ac mae angen i bawb allu ei gweld, ac mae angen i bawb allu cyfrannu ati.
Ac roedd hynny'n newid byd go iawn i'r unigolyn penodol hwn oherwydd ei fod yn poeni y byddai'n cael ei feirniadu am beidio â chynhyrchu dogfen orffenedig. Felly gwnaethom lwyddo i gyrraedd cyfaddawd lle byddai'r unigolyn hwn yn datblygu'r ddogfennaeth o fewn y gyriant ond yn lanlwytho fersiwn PDF ar ôl ei chwblhau. Felly rwy'n credu bod hynny wir wedi helpu i gau'r bwlch rhwng y cenedlaethau o fewn y sefydliad a pharchu'r gwrthdaro diwylliannol, os hoffech chi, rhwng y rhai sy'n gyfarwydd â'r byd digidol a'r cyflogeion mwy aeddfed sydd gennym.
Mae dysgu pobl sut i ddefnyddio adnoddau digidol yn eithaf syml, ond weithiau mae eu defnyddio'n effeithiol i gydweithio ychydig yn fwy heriol. Felly rwy'n credu ei bod hi'n bwysig iawn addysgu pobl mewn perthynas â llif gwaith digidol a symud oddi wrth rolau annibynnol mewn sefydliad lle mae unigolyn yn gyfrifol am swyddogaeth benodol.
A dyna beth mae'r unigolyn yn ei wneud a dim byd arall, a symud i fodel lle mae gennym strwythur mwy hyblyg lle rydym yn defnyddio gallu pobl wahanol o fewn ein sefydliad i gyfrannu at adeiladu rhywbeth gwell nag y gallai unrhyw un ohonom ei wneud yn unigol. A dyna yw grym y byd digidol, a grym adnoddau cydweithio digidol.
JONATHAN MORGAN:
Mae'r sgiliau a'r trawsnewidiad digidol rydym yn ei gael gan y genhedlaeth nesaf eisoes yn wych. Mae'r genhedlaeth nesaf eisoes yn ein haddysgu am sut i ddefnyddio'r cyfryngau cymdeithasol, sut i groesawu technolegau newydd a'u defnyddio heb orfod mynd ar gwrs hyfforddiant chwe mis o bosibl. Nawr, y cyfan sydd angen ei wneud yw lawrlwytho ap, dechrau ei ddefnyddio a gwneud i bethau anhygoel ddigwydd.
Mae trawsnewidiad digidol ar y lefel honno yn wych. Ond yr hyn yr hoffem ei weld hefyd gan bobl sy'n dod i sefyllfa cyflogaeth yw bod yr adnoddau a ddefnyddir, yr adnoddau swyddfa, yr adnoddau llunio dogfennau a chreu taenlenni, a'r adnoddau cydweithio, bod y cyflogeion newydd yn cymryd yr amser i astudio'r rheini'n fanwl a'u dysgu'n dda iawn. Oherwydd eu bod yn allweddol ar gyfer cynhyrchiant o ddydd i ddydd.
Felly mae'n bosibl bod gan y genhedlaeth newydd y gallu anhygoel hwn i fynd i'r afael â phethau newydd a dysgu sut mae defnyddio dyfeisiau difyr yn gyflym iawn er budd y cwmni. Ond mae lefel sylfaenol o fanylder ar adnoddau o ddydd i ddydd na ddylid anghofio amdani, ac mae'n waith caled dysgu hyn.
ELISE LOCKYER:
Felly mae'r ddemograffeg wahanol sydd gennych yn y sefydliad yn mynd i fod yn bresennol bob amser. A pha genhedlaeth bynnag rydych yn canolbwyntio arni, mae damcaniaethau bod pobl wahanol yn cynnig “ffyrdd gwahanol o weithio”. Ond maent yn grwpio'r holl bobl hyn. Mae mileniaid yn ymddwyn mewn ffordd benodol. Mae Cenhedlaeth Z yn ymddwyn mewn ffordd benodol.
Ac rwy'n credu mai'r gwirionedd yw, i fi, ei fod yn dod yn ôl at eich gwerthoedd a'ch ymddygiadau fel sefydliad a'r hyn rydych yn ceisio ei gyflawni. Mae'n dod yn ôl at ddiben y busnes. Ac os ydych yn gwbl glir o ran diben y busnes a phwy ydych chi a'ch gwerthoedd a'ch ymddygiadau, dylech allu addasu ar gyfer pa genhedlaeth bynnag sy'n ymuno â'r gweithlu.
Nawr, mae'n debyg mai her gweithio hybrid a gweithio o bell yw y gall pobl wahanol ar adegau gwahanol yn eu bywydau fod yn fwy neu'n llai cyfforddus gyda thechnoleg. Felly mae'n rhaid gwneud yn siŵr eich bod yn deall ac yn cael y sgyrsiau gyda'r unigolion hynny am y sgiliau hynny ac yn deall beth gallwn ei wneud i gefnogi datblygiad y sgiliau hynny drwy hyfforddiant a phrosesau cynefino.
I'r rheini sy'n dechrau gyrfa am y tro cyntaf, yr her yw y byddent yn eistedd gartref, o bosibl, ar eu diwrnod cyntaf. Ni fydd pobl o'u cwmpas. Ni fydd ganddynt restr glir o bethau i'w gwneud, na hyfforddiant, nac arweiniad, fel y byddent wedi'u cael pe baent yn y swyddfa efallai. Ac nid ydynt yn clywed sgyrsiau a gwersi anecdotaidd y byddwch yn eu hamsugno heb feddwl mewn amgylchedd swyddfa.
Felly un peth rydym wedi gorfod ei wneud yw bod yn hollol glir o ran sut rydym wedi dechrau dogfennu ein holl brosesau a gweithdrefnau, darnau bach yn esbonio sut mae gwneud pethau, ac agweddau ar wybodaeth fesul cam, lle gall pobl gael gafael ar wybodaeth pan fydd ei hangen arnynt.
Ac felly mae gennych chi gyfeiriadur o wybodaeth lle gall pobl gael gafael ar yr hyn sydd ei angen arnynt pan fydd ei angen arnynt drwy system dechnolegol i sicrhau bod ganddynt y sgiliau, yr anghenion a'r gofynion i wneud eu rôl, ond wrth gwrs, y gallant bob amser alw ar bobl o'u cwmpas drwy gynllun cyfeillio neu drwy eu tîm o bobl os bydd angen iddynt alw ar rywun er mwyn gofyn unrhyw gwestiynau ychwanegol y tu hwnt i'r hyn sydd wedi'i ddogfennu.
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Efallai y byddwch hefyd am wylio’r fideo dewisol hwn Why GQ is the kind of intelligence we all need | Poornima Luthra | TEDxOdenseWomen lle mae Dr Poornima Lurtha yn esbonio’r tri offeryn i ddatblygu dealltwriaeth am genedlaethau, lleihau mân densiynau, a llunio ymddiriedaeth a sut y gellir gweithredu’r rhain yn eich cyd-destun eich hun.
Transcript
[MUSIC PLAYING]
POORNIMA LUTHRA:
A few weeks ago, I was driving home from having bought my 8 and 10-year-old son’s new shoes. You know how quickly children’s feet seem to grow. On the way home, my 10-year-old son said to me, ‘Mom, thank you so much for my new shoes. They’re so sick.’ Now instead of being thrilled about the fact that he actually remembered to thank me by himself, I was stuck on the word sick. Who says sick, and what does sick even mean?
So of course, I proceeded to ask him why he couldn’t have used more positive and in my opinion appropriate adjectives like nice, cool, or amazing, to which he replied, ‘Mom, that’s just how my generation speaks.’ If you’ve had similar experiences at home, in the grocery store, or in the workplace, then you’re probably looking for answers on how to better manage generational differences. In the workplace, in spite of anti-age discrimination laws, ageism still exists.
Some of you may remember the 2013 time magazine cover, The Me Me Me Generation. Millennials are lazy entitled narcissists. Or you may recall that in 2007, Mark Zuckerberg said young people are just smarter. I think he may have forgotten that it’s the baby boomers Bill Gaetz and Steve Jobs who led the information revolution that even made Facebook possible.
More recently, I’ve heard the term OK Boomer being used as a retaliation against the older generations view of the young as being the Peter pan generation unable to grow up. While these are age related biases that are blatant and obvious, there are many times when they aren’t. I’m sure many of you have been in meetings where the phrase, ‘Oh, but we have always done it this way,’ has been used to continue with the way something has been done by the older generation.
I met a line manager who was extremely frustrated with her Millennial reports. And she said, ‘They really need to learn to walk before they can run.’ I met a young man who was part of a team leading the digital transformation in his organisation. And he casually commented that he thought that the new app being launched was way too techie for them. And by them, he was referring to his older colleagues.
And our business partner was sharing with me how often she hears hiring managers tell her that they would prefer younger candidates. Bad habits have been formed yet. These are micro-aggressions that you and me are producing or experiencing every single day. And why are we doing this quite simply it’s because we do not trust each other across the generations to be good enough at our jobs. Speaking of which, why should you trust me to be speaking about this.
Well, I’ve spent the last 12 years teaching diversity awareness to numerous groups of millennials and corporate talent of all generations. I’ve also spent this time researching generational diversity and writing case studies on organisations that have seen a need to address this. And after all this while, I still find that age tops the list of biases that are witnessed or experienced in the workplace, a view supported by the 2019 State of Inclusion Survey conducted by Deloitte.
Ageism still exists because we simply aren’t conscious or aware of these biases that manifest themselves as microaggressions, a term coined by Dr. Chester Pierce in the 1970s. Microaggressions are subtle and indirect biases that can be mistaken for a casual comment or even brushed aside as humor, where even the recipient may not be aware of the bias being communicated.
The rapid changes in the area of technology as well as in politics, economics, and society have created micro generations. Groups of people born in shorter segments of birth years sitting on the cusp of two generations having qualities of both those generations. In fact, this gives them an upper hand at being able to navigate across those generational differences of the two generations that they straddle.
In today’s organisations, we see five generations and micro generations coexisting at the same time. And we have the micro generations of the annuals and the wise annuals. Some of you here might be seniors who had a childhood without computers or the internet, who came of age during the bubble, and who like the millennials do probably enjoy more frequent feedback.
There may be some of you here who are wisenialls, who are part of the millennial selfie generation, and who also see the benefit of working collaboratively to solve the world’s biggest challenges like Generation Z. Here we are, a few weeks away from 2020. And in 2020, those under the age of 33 will form 50% of the global workforce. Here in Denmark, the millennials will form 40% of the workforce next year.
At the same time with increasing life expectancy, those born in the 1950s and 1950s are still very much an active part of society. And in 2020, the baby Boomer generation will form 25% of the global workforce. In my conversations with managers and leaders, managing generational differences is a key concern. And yet according to keys annual global CEO survey, only 8% of CEOs put age inclusiveness as part of their diversity and inclusion strategy.
While we all know the many benefits of diversity, what we do need for more inclusive workplaces for all ages is generational intelligence. The capability to work effectively in a multi-generational environment, to embrace micro generations, and minimise microaggressions. Generational intelligence or GQ, no it’s not the men’s magazine, can be nurtured at the individual, team, and organisational levels.
In nurturing GQ, we become conscious and aware of these microaggressions in and around us. While some of us may already be aware of cultural and gender microaggressions and we may even call them out, how many of us are really aware of age related microaggressions. When we become conscious, we start listening. And we find that these in fact do exist in our workplaces, and they affect a number of workplace factors.
The compositions of teams who we hire, who we promote. Microaggressions affect how engaged we feel in the workplace and how innovative our collective ideas are. At the heart of GQ is the need to build trust across the generations and micro generations. To go beyond the name calling towards a deep level of respect for the value that all ages bring.
Now imagine for a moment that you’re at a family wedding, where all the generations and micro generations are happy, feel respected, and are engaged on the dance floor. The bride dancing with her father, a seven-year-old boy dancing with his mother. Effortlessly, naturally. So how can we build GQ in ourselves and in our organisations, so that our interactions across generations can be just as effortless and inclusive and be built on trust?
Here are three things that we can do to build GQ. First, map your generations. For many of us, we may not know which generation we are from, let alone the people that we work with. Knowing who is a baby Boomer from Generation X, an xeniall, a millennial, a wisenial, who from Generation Z is the first step.
If you like me have looked at generational stereotypes out there and thought to yourself, I don’t really fit in with the generation I’m supposed to be from. I have some qualities of Generation X, but I do enjoy increased flexibility, more frequent feedback, and I’m pretty comfortable with technology. Then you like me could be an xeniall, sitting on the cusp of Generation X and the millennials.
Organisations that are able to map the generations at those that are able to meet their needs. Next, nurture generational empathy. With the generational map in hand, the key to nurturing generational empathy is to understand each of the generations and micro generations. What events influence their lives, what motivates them, how they prefer to communicate, and what their attitudes to it’s teamwork and technology are.
This understanding helps us to rationalise someone’s behavior, reduce misunderstandings and conflicts, and simply makes it easier for us to work across generations. It isn’t about fixing the young or the old. It is about developing this understanding to enable us to use more mindful communication, customised feedback, and targeted motivation strategies to be able to navigate across the generational differences.
At a large pharmaceutical company that was very keen to improve the communication across its generations and micro generations, everyone was encouraged to experiment with communication tools. What they found was that when interacting with young millennials using WhatsApp or instant messaging was appreciated and preferred. No surprises there. But it showed that the organisation understood and respected their preferences.
Older workers were then trained in the use of these tools much to their delight because they could now communicate instantaneously with their grandkids and became the cool grandparents. In fact, mutual mentoring is a great way to build trust and respect across generations and micro generations.
And finally, be an ally of all ages. I met a man in his mid-forties who was undergoing a major career shift. And he kept hearing people joke it off saying, Oh, you’re just having a midlife crisis. You’re at that age you know. And he didn’t recognise that those were microaggressions. We are so conditioned to thinking that these microaggressions are so normal. And calling them out simply means that we don’t have a good sense of humor or that we’re oversensitive.
I met a 31-year-old woman who had recently been promoted to be the CEO of her company. And she kept hearing people comment how young she is, wondering how she would do her job, and how she got there in the very first place. One of the key techniques that I encourage my trainees to do is to engage in tough but respectful conversations by the coffee machine, at lunch during meetings, to get fellow colleagues to think about micro generational differences and microaggressions.
Asking the right questions in the right tone can be extremely powerful in getting the other party to have those aha moments when discovering a bias that they didn’t even know that they had. So the next time you notice a microaggression, you could ask questions like, how did you get to that decision? Why do you think that? What led you to that conclusion? Or that’s a really interesting way of looking at it. Why did you say that? Just be honest, when the person that has to answer these questions is yourself.
And here’s a golden tip. A truly inclusive organisation is one where everyone is encouraged to be vulnerable, to discover their biases, and be rewarded for doing so. That is real trust both ways. Looking into the future, one of the key trends for diversity and inclusion is to expand the areas of diversity that we’re looking at. Ageism is the one that affects all of us. We were all young ones, and we will all grow old eventually.
In fact, many cultural and gender biases actually stem from generational experiences. This makes it even more critical for us to put generational diversity on the inclusion table. Some of you here might be wondering, well, why do we need to look at this now? After all, we’ve always had generations in the organisation.
The young, the old, and those in between, big deal. Well, let me ask you this. Do you want to become the older generation that has always done it a particular way, or do you want to be sandwiched in between and play that toxic role, or do you want your children or grandchildren to enter a workplace where they have to wait for opportunities rather than being trusted with opportunities based on their abilities?
My vision for the future is a workplace, where all generations and micro generations trust each other. A truly inclusive workplace where we can all bring our whole selves to work. I stand before you today and xeniall. Join me in fighting these microaggressions in and around us with these three simple steps for GQ. Map your generations, nurture generational empathy, and be an ally of all ages. Thank you.
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