Building Bridges to Connect the Generations at UCR
Executive Summary:
The multigenerational workforce is a contemporary diversity issue because for the first time in
history, there are four generations1 co-existing in the labor force. Each generation has its own
unique set of attitudes, values, and work ethics which converge into different and often contrasting
communication styles. Recognizing and celebrating these differences within our own group
inspired us to create an awareness campaign designed to promote a culture that embraces
generational diversity at UCR.
Our solution includes three tiers of action items designed to produce an effective awareness
campaign which can be implemented in phases. The tiers are organized by the cost and/or effort
involved in the implementation. This feature allows for maximum flexibility so that implementation
of at least one action item within a tier can be executed.
The risks of not understanding and therefore not embracing generational diversity can result in
low retention, high turnover, mass dissatisfaction, conflict, and loss of productivity. Conversely,
the benefits of embracing each generation’s skills, work ethics, and communication styles are a
highly productive, cohesive, and congenial work environment. Awareness is the key; once
created and subtly reinforced, emotional, attitudinal and behavioral changes begin to appear.
Remarkably, those changes transcend the workplace and become part of our daily lives.
Introduction:
With four generations with whom to engage, UCR staff is challenged to understand the nature of
conflict within the workplace. When people do not agree with others’ work ethics or
communication styles, it is natural to make judgment calls and form biases about those
individuals. When it becomes known that the issue is not a personal conflict, but rather a
generational conflict, understanding and tolerance for differences can begin. Awareness is the
first step and is paramount for a deeper understanding and level of acceptance of the differences.
This group chose to create an awareness campaign focused on generational diversity. The
multigenerational workforce is the newest diversity issue in the workplace.2 Because this is an
unprecedented moment in history, it is vital to educate UCR staff on this emerging issue so that
they become knowledgeable about and accepting of the differences of each generation with
whom they interact.
This new awareness will allow staff the flexibility to forge cohesive teams that work well together
and therefore realize increased productivity amongst other benefits. This insight translates beyond
the realm of one’s immediate department since employees at higher education institutions have a
variety of constituencies. The recognition and acceptance of generational diversity will also
The Traditionalists (also known as “The Silent Generation”) generation, born between1927-1945, is comparatively small when
compared to the surrounding generations because people had fewer children in the 30’s to early ‘40’s. The Baby Boomers
(“Boomers”), born approximately around 1946-1964, a time that was marked by an increase in birth rates; they number about eighty
million. The Generation X’ers (“Baby Busters”), born between1965-1981, are a smaller but very influential population at forty-six
million. And the Millennials (“Gen Y’ers”), born between1982-1995, represent the next great demographic boom and is the fastest
growing generation in the U.S. workforce.
1
“Generational Diversity in our Schools and Communities”, Elaine Torossian, M.S., Senior Leadership Development Specialist,
Beaumont Hospitals, Beaumont University. (2006)
2
Page 1 of 8
Building Bridges to Connect the Generations at UCR
strengthen and enhance systemic accountability for fair and impartial decision-making and
business practices within the UCR community.
Problem Definition:
Attitudes are primarily formed by one’s environment, particularly in the formative years. As
attitudes mature, one’s values are formed and those values are typically deeply rooted. Each
generation has its own unique attitudes, values, and work ethic. How the generations
communicate across the generations is spawned by these three core attributes. The literature is
clear that generations express their values differently.
Description of the Resource / The Awareness Campaign:
The following table illustrates the differences in the attitudes and values of the four generations.
Generation:
Phrases that shaped
attitudes:
Values:
Attitude on
Authority:
Traditionalists (1927-1945)
Good for one-good for all
Toe the line
Duty first
Loose lips sink ships
It’s all about me
We’ll change the world
Keep to your own kind
Effect change by
numbers
Question everything
Prove it
Don’t rely on anything
Balance
Unique and one-of-a-kind
Leave no one behind
24/7 multi-tasking
Let me work with friends
Hard work
Perseverance
Rules-oriented
Discipline
Involvement
Shared community
Instant gratification
Strong work ethic
Don’t challenge
I can do it!
Pragmatic
Credibility
Tech savvy
Virtual world
Diversity
Community
Green world
Challenge
Baby Boomers (1946-1964)
Gen X’ers (1965-1981)
Millennials (1982-1995)
Don’t challenge
Challenge
Note the stark differences among the four generations with the third core attribute: work ethic.
One survey found that 65% of respondents agreed that generation gaps make it hard to get work
done.3 The same survey found that a large percentage of each generation felt their generation
was “viewed negatively” in the workplace by other generations.
Traditionalists:
 Socialized through scarcity and hardship
 Prefer consistency; remain at one company over time
 Prefer hierarchical management structure, use top-down management style, inform
on a need-to-know basis
3
“Beyond Rocking the Ages,” Bill Stoneman, American Demographics Bridgeworks, 2001 Generational Workplace Survey.
Page 2 of 8
Building Bridges to Connect the Generations at UCR


Satisfied by a job well done
Loyal and self-sacrificing
Boomers:
 Competitive, driven to achieve goals
 Process- and team-oriented
 Accept the corporate structure “as is”
 Want to feel needed, want to be recognized for personal contribution
 Looking toward retirement, but open to alternatives; appreciate retirement planning
 Value ongoing training to keep skills updated
 Willing to mentor but expect younger people to “pay their dues”
Generation X:
 Focus on results; pragmatic; expect efficiency
 Appreciate clear communication about their goals and responsibilities
 Believe balance between personal time and work time
 Work to include fun; like an informal, friendly environment
 Expect up-to-date technology
 Value skill-development training and accumulating transferable job skills
 Rely on themselves, not the company, for career advancement; understand this is the way
it is today; reject corporate “games”
 Appreciate real-time performance feedback; like immediate, tangible rewards
 Desire flexible work arrangements; enjoy freedom to get the job done in their own way
Believe that productivity and proximity do not have to go hand-in-hand
Millennials:
 Work well with friends and on teams
 Collaborative, resourceful, innovative
 Love a challenge, want to produce something worthwhile
 Seek to make a difference; desire to be a hero
 Impatient
 Comfortable with speed and change
 Thrive on flexibility and space to explore
 Partner well with mentors, value guidance
 Expect respect
The convergence of attitudes, values and work ethics strongly influences the overall
communication style of each generation. Since we view and evaluate one another through the
lens of communication, understanding the various styles is critical in building the bridges
necessary to connect the generations at UCR. Here are examples of how each generation
communicates:
Traditionalists usually communicate in a more formal manner. They speak slowly, clearly
enunciate, choose their words carefully, and take great strides to be respectful. They are very
aware of one’s position in society and do not like to blur the lines.
Boomers like to take time to relax the person(s) to whom they are speaking. They like to meet
and greet in a friendly way. They like name recognition. They like and expect others to be friendly
and cordial at all times.
Page 3 of 8
Building Bridges to Connect the Generations at UCR
X’ers give a lot of attention to their and others’ competencies. They freely share information and
data they have accumulated. They want to make decisions on their own timetable.
Millennials communicate in a highly confident manner. They are sure of themselves and expect
others to be respectful of them and certainly not condescending because of their youth. They like
driving to the “edge” just to see what happens. Millennials are bored by methodical people.
Promising Practices:
In 2005, Lydia P. Howell, M.D., et al. of UC Davis School of Medicine, recognized emerging
issues for academic health centers stemming from working with individuals from four generations.
Howell’s team provided solutions that could and did benefit those groups affected by the
phenomenon on the following issues:

Collision of work / life balance demands

Acceptance / non-acceptance of technology to accomplish goals and objectives

Use of direct / indirect style of feedback

Lack of leadership development programs that present and address the challenges of a
multigenerational work environment.
In another publication in August 2009, Howell, et al. proposed using a predictive model, the
generational diagonal, that can anticipate and address issues based upon unique experiences
and life stages of current generations so that each generation can be effective. Today, she is
highly regarded locally and nationally on faculty affairs and faculty development through her
publications on the effect of generational differences in the academic medicine.
While Howell’s solutions targeted the challenges found within an academic health environment,
the solutions can be applied in other higher education institutions. What can we do here at UCR?
Resource Implementation:
The following series of Phases are recommended to produce an effective awareness campaign
and are grouped by the cost and/or effort needed to implement:
(1) Minimal Cost and/or Effort
 The poster developed in the MEI Certificate Program can be repurposed in the
form of flyers and/or brochures. These can be distributed on a periodic basis.
 Utilize R’Space and R’Web, the staff and student portals, for emails and
announcements that provide information on generational diversity.
 Host an information booth about generational diversity at appropriate UCR events.
(2) Moderate Cost and/or Effort
 Create a policy that mandates training in this area
 Create training programs
Page 4 of 8
Building Bridges to Connect the Generations at UCR



On-line or traditional workshops
New employee training module
Develop web page off diversity.ucr.edu web site
 Basic information
 Resource links that educate people about this topic
 Video clips, including links to already-produced content and newly created
content
(3) Maximum Cost and/or Effort
 Recreate workplace environments so as to be conducive to intergenerational
communication. As an example, for some people, cube-farms are seen as
impeding good communication, while others feel they foster good communication
 Host a “4-G (i.e. Four Generations) Summit” annually to address, highlight and
bring awareness to the issues and solutions offered for system-wide collaboration
 Stage an intergenerational play using theatre professionals (e.g. staff and
members of the LIFE Society) that use examples from each generation to show the
issues that could arise and how to handle them.
Risks:
The risks of not learning, hence not understanding or tolerating generational diversity, include low
retention, high turnover, wide-spread dissatisfaction, poor communication, low productivity, and
low morale. Further, the foundation of inclusivity upon which future UCR generations can build
would be tenuous.
Benefits:
While the benefits of embracing generational diversity are many, the most significant benefit is
harnessing each generation’s skills and working styles resulting in a productive, cohesive, and
congenial work environment. Generational integration is essential to organizational effectiveness
and necessary to support a culture of open inquiry and mutual respect.
Measures:
Changes, particularly systemic changes, take time. However, as an institution, UCR is already
known for its huge strides taken in diversity advancement. Therefore, a leap towards
understanding and embracing generational diversity is far from insurmountable.
If the action items in the “Minimal Cost and Effort” are implemented, the measures can be found in
the numbers of announcements and emails published in the UCR portals. The mere presence of
the information can bring awareness of the topic to the forefront. Information booths at various
UCR events will also bring increased awareness on the topic.
Page 5 of 8
Building Bridges to Connect the Generations at UCR
Action items in “Moderate Cost and Effort” concern training and therefore, the learning
management system will provide precise metrics. Also, metrics can be derived by tracking the
number of hits on the generational diversity web page diversity.ucr.edu by using Google Analytics.
Action items in “Maximum Cost and Effort” represent more substantive and assertive efforts that
strongly endorse generational diversity. They involve the creation of policy, mandated training,
production and ongoing implementation of videos/webinars/plays which would require resources
not currently identified. This phase could be implemented on a system-wide basis.
It would be highly valuable to present a concrete solution for measuring the impact of this
awareness campaign on employees at UCR. One way to measure would be by adding a couple
of questions to the Employee Exit Survey. Also, working with Labor Relations and/or Affirmative
Action Office to identify which complaints/grievances fall into this category would provide essential
tracking information to the awareness campaign. The question still remains, however, if reliance
on “good ole fashion” anecdotal data might be the only real method of measuring emotional,
attitudinal and behavioral changes.
Page 6 of 8
Building Bridges to Connect the Generations at UCR
APPENDIX 1
Resources:
Beyond Rocking the Ages, Bill Stoneman, American Demographics Bridgeworks, 2001
Generational Workplace Survey (2001)
Building Bridges Between the Generations, Mark Brewer-Community Foundation of Central
Florida (2009)
Generational Diversity in our Schools and Communities, Elaine Torossian, M.S., Sr. Leadership
Development Specialist, Beaumont Hospitals, Beaumont University (2006)
Generational Forecasting in Academic Medicine, Lydia P. Howell, M.D., et al., Academic
Medicine: August 2009 – Volume 84 – Issue 8 – pp. 985-993; also see
http://www.ucdmc.ucdavis.edu/pathology/our_team/faculty/howelll.html
Solutions for Retaining Generation Y Employees in the Workplace, Debra Lowe, Kenneth Levitt,
Terry Wilson, Business Renaissance Quarterly (2008)
When Generations Collide, Lynne C. Lancaster, David Stillman, Harper Collins Publishers
(2002)
Who are the Boomers? Deloitte Development LLC (2007)
Who are General X? Deloitte Development LLC (2007)
Who are the Millennials? Deloitte Development LLC (2008)
Internet References:
Forty Years After Woodstock, a Gentler Generation Gap, Pew Research Center, Paul Taylor
and Richard Morin (2009)
http://pewsocialtrends.org/pubs/739/woodstock-gentler-generation-gap.php
Four Generations in the Workplace, Dr. Michael Kull (2007)
http://www.youtube.com/watch?v=aiIphsX7cZg:
From the 2009 Generation Gap to the 2020 Great Divide, Doug Anderson
Nielsen Wire (2009)
http://blog.nielsen.com/nielsenwire/nielsen-news/from-the-2009-generation-gap-to-the-2020great-divide/
Generations at Work, the Online Home of Claire Raines Associates (2006)
http://www.generationsatwork.com/articles_xers.php:
Page 7 of 8
Building Bridges to Connect the Generations at UCR
Generations in the Workplace, Teri Bianco (2009)
http://www.youtube.com/watch?v=NHSc_rgdec&feature=PlayList&p=4C93C97811B31BE1&index=8:
Generation Next: The Workplace, PBS documentary (2007)
http://www.youtube.com/watch?v=y_jB1Q0K5BI
The Future of the Workplace: No Office, ABC News (2007)
http://www.youtube.com/watch?v=p5IfsNqJcmA:
Page 8 of 8