In NAVAIR, approximately 70 percent of the work force is in the Baby Boomer generation (born 1946-1964), 19 percent is generation X (1965-1981), 6 percent is from the Traditionalist generation (born 1922-1945) and 5 percent is Millennial generation (1982-2002).

Crossing the generational divide served as the theme of the command’s inaugural training on this topic, provided April 29 - May 1 by the Federal Mediation and Conciliation Service. FMCS is an independent federal agency that helps resolve labor disputes and trains employees to build and maintain relationships that prevent disputes.

‘‘We have to broaden our understanding if we’re going to value the unique experience and knowledge that each generation brings to the workplace,” said Laura Lawson, NAVAIR diversity officer. ‘‘With greater understanding, we can work more effectively toward our mission.”

Instructors Karen Kline and Dennis Dougherty led participants through a series of tabletop exercises to explore each generation’s significant experiences, motivation to work and measures of success, as well as perceptions of the other three generations.

‘‘With so many Baby Boomers in the U.S. and in the workplace, sometimes we forget the rest of the world isn’t like us,” said Kline, a Baby Boomer herself. ‘‘We need to remember to respect each generation's differences in values.”

‘‘Baby Boomers tend to believe in and evaluate themselves and others based on their work ethic and that work ethic is measured in hours worked,” she explained. ‘‘Measuring productivity in those hours tends to be less important to us. It’s the hours we put in at the office.”

‘‘Generation Xers respect production over tenure. They see work as a product, not a place. They value control of their time and look for a person to whom they can invest loyalty, not a company,” she said, adding that these tendencies stem, in part, from the environments in which each generation was raised.

‘‘Generation Xers tend to be very independent. Remember, this was the generation of latchkey kids with two working parents, a growing divorce rate and widespread corporate layoffs during the ’70s recession,” she said. ‘‘As a result, they tend to be independent and usually value efficiency. Sharing information is efficient.”

In contrast, she said, as the largest generation in history Baby Boomers have always had to compete to succeed. They tend to withhold information until they trust the other person and they expect loyalty from trusted co-workers. They usually place a high value on teamwork and believe relationship building is very important.

Speaking as a member of the Millennium generation, Dougherty noted that ‘‘what’s common sense to one generation isn’t even known to another generation.”

He added that cross-generational teams are typically the most successful when they start ‘‘in listening mode.”

Participants openly discussed examples of generational conflict at NAVAIR – from the perceived expectation of Millenials to be ‘‘instantly promoted” to Baby Boomers’ reluctance to take advantage of technology. The group shared information about how they resolved the problems and what they could have done better.

An obvious point of generational conflict was in defining appropriate dress codes for work, including tattoos and body piercing. Tattoos and body piercing were seen as personal forms of expression by Millenials yet believed by other generations to be symbols of challenging authority.

‘‘You can’t put a premium on approaching a situation diplomatically,” Dougherty advised. ‘‘Pull the person aside and explain the connection between dressing a certain way and getting the respect they desire and will help them to be taken more seriously by boomer or traditionalist audiences.”

The group also discussed the implications for recruiting and retaining Gen Xers and Millenials. Millenials, for example, are more likely to be attracted by their ability to make a difference, which appeals to the increased sense of philanthropy instilled in the Millenial generation.

The group agreed managers need to offer increased flexibility, such as telework and flextime, to attract and keep both generations.

‘‘If you can find a way to be flexible, you’ll compete better for talent in the workplace,” he said.

One of three in the 2008 Diversity Seminar Series, this interactive workshop will be scheduled for each NAVAIR location. Other seminar topics will include one in June on the affect of demographic change on the work force and the other in October on the abilities of the disabled.

For information about diversity seminars, call the NAVAIR EEO office at 301-342-3165.

(This article was submitted by NAVAIR public affairs.)