Building capacity: Navigating organizational opportunities as if they were a subway system

8th Annual NW Diversity Learning Series (2006)

Session Four: July 13, 2006:
Becoming an Experienced Commuter: Bridging the Generation Gap in Moving up and Around the Organization

Survey Results

By Monica Ercolano

Executive Summary

As part of the fourth session of the NW Diversity Learning Series (July 13, 2006), we asked participants to fill out a survey the purpose being to uncover their opinions about how well their organizations develop employees and provide access to organizational opportunities. In addition, because this session focused on diversity within generational differences with regard to career development, participants were asked to identify their age, race/ethnicity, and gender. Participants were also asked to identify whether or not they were managers of people. Participants turned in 54 surveys, and 43% of the respondents identified themselves as people managers. Below is a summary of the survey's findings; details for each survey question follow.

Organizational competency:

Overwhelmingly all three generational groups, Boomers, Gen X and Gen Y, see their organizations as only moderately competent in developing their employees, however Gen X gave their organizations higher marks than the other two groups.

Successful career development factors:

As far as what successful career development would look like, Boomers rated coaching by managers as the most desiderable. Gen X, on the other hand, preferred information on career ladders and defined criteria for promotions. Gen Y chose three options almost equally: coaching by managers, process for learning about other departments and information on career ladders.

Generational identity as a factor:

Almost 80 percent of Gen Y considered their age or generation to be a factor in access to opportunities, while the majority of Gen X felt their age was not a factor. Baby Boomers were split with half saying age is a factor and half saying it is not.

Race as a factor:

Gen Y overwhelmingly did not see race as a factor in access to opportunities, while Gen X echoed the same view but not as strongly. Baby Boomers once again split with half seeing race as a factor and half not.

Generation as a factor:

A little over 50 percent of Baby Boomers and Gen X agreed that gender is not a factor in access to opportunities. Gen Y, on the other hand, is almost equally divided seeing gender as either somewhat a factor or not a factor.

Survey questions and charts

Participants responded to the survey questions as follows:

1. On a scale from low to moderate to high, how would you rate your organization's general competency in developing employees?
2. What would employee development and career development look like to you if they were accessible and successful?

Participants also provided the following suggestions:

• Mapping progress towards goals
• Access to leadership
• Performance assessments should include how managers provide and support developmental opportunities for staff
• Sincere focus on individual development plans
• Reinforcement that it is fine to explore growth opportunities
• Technical/non management paths
• Mentorship programs
3. Based on your generation, how do you experience access to your organization's opportunities and career development?

We also asked participants to provide additional comments if they answered that age constituted a factor. Their comments are as follows:

Boomers:

• Many employees with "executive" potential are identified within the first five years of their tenure
• Less opportunities for older generation
• As development is emphasized in multi-year programs, it is not useful for older generation employees
• Younger employees are looked at for promotions

Generation X:

• We are too young for upper management and too old for technical/individual work
• It is communicated that there is a need to have at least 10 years of experience before becoming a manager
• Organizations promote people who have already had experience versus education and potential
• After a certain age, cross-training in different functions is not exactly encouraged - younger people receive more attention
• It can be difficult to access growth under too many levels (hierarchy)

Generation Y:

• Emphasis seems to be on years of experience
• Perception of other older generations is that young people are not competent
• Succession planning and paths and other different business opportunities are not shared
• People are unwilling to take directions from me
4. Is access affected by your racial/ethnic identity?

We asked participants to provide additional comments if they answered that ethnicity/race constitute a factor. Their comments are as follows:

Boomers:

• We are seen as not aggressive (Hispanic)
• If there are only a few diverse people in the organization, diverse people could feel less comfortable to access people different from themselves
• I am the only female Hispanic in my group
• Organization is the "good old boy network"
• I am perceived as not competent/knowledgeable to do my job (African American)

Generation X:

• Different styles (African American)
• Cultural traditions (Indian)
• People promoting is white so race/ethnicity is foreign and not widely understood (White)
• Ideas are challenged and not taken seriously (Mix)
• Immigrants face many challenges (White)

Generation Y:

• It is hard to be recognized as a young Asian female. Do you see many Asian female executives?
• If you are closer to leaders or VPs, you will have more access to opportunities
5. Is access affected by your gender identity?

We asked participants to provide additional comments if they answered that gender identity constituted a factor. Their comments are as follows:

Boomers:

• There are fewer women at the top, and not everyone is comfortable in breaking into the male culture
• Being female, it can be a struggle to fit into the white male over-fifty crowd
• Males are still the first to be chosen for top positions
• Women are often "mommy-tracked"

Generation X:

• Women must work harder than men to achieve recognitions and promotions
• Glass ceilings in pay/position still exist in the workplace
• People promoting are mostly men and they tend to promote men
• If you are a woman, your ideas are not taken as credible

Generation Y:

• Most power and high visibility tasks are given to white men

Compiled by Monica Ercolano
The GilDeane Group, Inc.

The 2006 NW Diversity Learning Series (now in its 9th year) focused on the theme, Building Capacity: Navigating organizational opportunities as if they were a subway system.

Using the metaphor of a subway system, each of the six-bi-monthly morning seminars explored some of the ways that access to organizational opportunities and career development are hidden and therefore more difficult for women and people of color, as well as people who speak English as a second language, to utilize. The purpose of this Series was for everyone to become more aware of organizational culture and how it impacts building people's capacity, and for everyone, managers and employees, to become better at navigating these cultural obstacles along career paths.

For more information about the NW Diversity Learning Series, please visit the Series section of our website.

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