Summer 2007
Q&A: How Will Generational Change
Affect Nonprofits and Foundations?
Giving Forum posed questions about generational change in nonprofit organizations to three individuals: Judith Alnes, executive director, MAP for Nonprofits; Janet Borth, director of human resources and board services, Blandin Foundation; and Nicole Garst, program associate, Minnesota Council of Nonprofits.
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Judith Alnes
Baby Boomer |
GF: What are the key issues facing organizations vis-á-vis generational change?
Borth: As different generations blend cultural backgrounds and personalities together within organizations that have their own unique culture, there are challenges as well as opportunities for learning and growth. While challenges between generations are not new, the speed of change is increasing. Each organization must figure out ways to tap the diversity of talents, skills and experience that each employee brings.
Alnes: Generational issues are rooted in work culture and communication. The Boomers’ work culture has been described as “work to live.” Boomers with that ethic may have difficulty understanding the work ethic of subsequent generations that have more focus on work-life balance. On the other hand, the younger generation’s comfort with technology for communicating has vastly changed the landscape of office communication.
Garst: As a young(er) person, a key issue I see centers on both internal and external communications — younger generations are text messaging, chatting online, using social networking and having information “pushed” to them (through RSS feeds, podcasts and other internet technology) in their personal lives, only to find organizational communications slow to adapt. I also frequently hear about the stagnation of opportunities for younger workers, leading to a “monkey-bar” effect of swinging from one organization to another to progress in one’s career.
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Janet Borth
Generation X |
GF: What should organizations do in light of these issues and changes?
Garst: I firmly trust in nonprofits’ ability to tackle generational changes with the same creative zest they use every day to tackle poverty, civic engagement, renewable energy or any of the myriad other issues on which nonprofits work. Organizational transparency and frank honesty about hierarchy and processes can clarify an organization’s decision-making for younger workers who can grow impatient giving “input” on decisions that may, or may not, be included in a final decision. Finally, there is a dire need to invest in emerging and mid-level staff — specifically with professional development training, significant responsibility and visibility to external stakeholders. I’ve experienced firsthand a seasoned manager stepping aside to give me an opportunity to present, write or attend a conference, and it has made tremendous difference in my growth.
Alnes: Organizations need to openly communicate about the generational differences that exist and understand the unique contributions that each generation brings to the workplace. Being aware of generational differences can help people in an organization understand their coworkers.
Borth: Organizational leaders need to set the tone and be an example. Open and clear two-way communication is critical. Examples of things we are working on at Blandin that in some way are impacted by generational issues include intercultural competency training, leadership training, work on developing a healthy organizational culture, conflict management training, cross-functional teams working on organizational projects, improvements to IT and knowledge management systems, redesign of performance management process, manager 360° assessments and coaching, establishment of organizational values and operating principles, weekly “stand-up” staff meetings, monthly staff meetings and staff perception surveys.
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Nicole Garst
Millennial (cusp) |
GF: How can the generations optimally work together in organizations?
Alnes: Enjoy, appreciate and explore each other’s viewpoint and life experiences as individuals rather than as members of specific generations. Don’t totally disregard generational characteristics, but instead relate to each other as individuals first.
Garst: As with other kinds of diversity, openness about difference, willingness to engage and honest assessments of power can help generationally diverse organizations thrive.
Borth: Being open-minded and respectful of each other is important; so is looking for ways to tap unique individual skills, talents and experience. Multiple formal and informal communication channels and creating opportunities for informal socialization and teamwork are helpful. Look for ways to involve employees or get input on significant changes or decisions facing the organization to the greatest extent possible. We found creating ad-hoc, cross-functional teams to work together on projects or an issue to be helpful.
GF: Does generation change offer opportunities for organizations? If so, what are they?
Garst: Opportunities are everywhere! Newer generations have increased opportunities to find established and skilled mentors, just as previous generations can now help shepherd others into leadership roles. Organizations that have a staff reflective of their generationally diverse clients and donors are poised to model good relations and a shared sense of purpose, which are also struggling with inter-generational issues. I often feel privileged to have different generations share their knowledge and networks with me.
Borth: Definitely, we can all learn from each other. Examples for Blandin include how our younger employees and external consultant are helping move the organization forward in the area of technology to develop new ways of communicating with our stakeholders and advance our mission. Listening to employee needs and perspectives has also led to changes to our organizational policies and procedures that have helped us to be more family-friendly.
Alnes: We depend on each new generation to bring us fresh understanding of the changing world. Each subsequent generation updates our know-how so that we can prosper in a rapidly changing world.
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© Copyright 2007 Minnesota Council on Foundations
Reproduction in any form without the written permission of the publisher
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