Let's face it, we all like to categorize people and things. It makes life simpler and allows us to use mental shorthand rather than really thinking through a situation. Typically, the thought process goes something like: "Today's teens are so good with technology!" Or, "Older workers just can't keep up." Ouch. The latter statement stings, doesn't it? Yet, both statements--positive and negative--encompass sweeping generalizations that ignore the basic (and rightful) premise of treating everyone fairly and looking at individuals, not composites or stereotypes.
By now, you would think that most human resources executives and hiring managers understand that age labeling is wrong and foolhardy. But, according to Dr. John Sullivan, who heads human resources consulting firm DJS, many companies are actually embracing the concept in a new and innovative way! Executives increasingly slot people into generational categories, such as Gen X, Y, and Z. Baby boomers, Tweeners, and Millennials (okay, I confess, I did this somewhat in "Finding the Work You Love" as well). The problem, he writes in the October 6 issues of Workforce Management magazine, is that this approach can "cause more problems than it solves" as organizations try to devise catch-all programs and policies, benefits and career tracks.
In fact, he writes: "Generational stereotypes can create huge problems. If you're a parent, you already know that giving the same holiday gift to each of four children who are close in age will invariably result in one happy child and several angry ones. But flying in the face of common sense, that's what HR is being called upon to do in the workplace."
So, how to combat the problem, particuarly during the interview and hiring process? For starters, consider companies that place a premium on talent, regardless of age. Make sure you state your goals, motivations, and interests up front and that the potential employer takes all of this seriously. At the same time, understand what the organization wants from you and ask how managers evaluate and develop employees. As Sullivan states, managers should treat "every employee and every situation differently." If you feel that a good match doesn't exist, it's probably better to keep on looking--until the right job comes along. After all, finding the work you love is also about finding an employer you can love.
Yet, for all of us, the task at hand is to begin stamping out generational stereotypes and thinking about each person based on his or her own talents and terms. Ultimately, we must all play a role in changing the way society thinks...and acts.
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