- URL: https://www.trainhr.com/control/w_product/~product_id=702266LIVE/?channel=webinarbase-dec_2018_SEO
- Date: December 3, 2018
- Listed: October 30, 2018 11:53 pm
- Expires: This ad has expired
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According to CareerBuilders (2010) by 2020, the US workplace population will be more diverse: 63 percent white, 30 percent Latino, and 50 percent female. Furthermore, Four or even five generations, from Boomers to Generation 2020, will be working at the same time and often in the same place of employment. A more diverse workforce offers new challenges, which are referred to as “cultural wars.”
In the social-media age, where information travels around the world at the speed of light, organizations have to be prepared to protect its corporate image and reputation as much as the promotion and delivery of its products and or services.
Differences in socioeconomic backgrounds resulted in a broad spectrum of viewpoints, from employers who overreacted to culture wars by magnifying worker’s frustration and distrust among waring office factions.
A common, but the ineffective strategy is to bolster workplace policies or send violators to mandatory compliance training with human resources or the organizational development team. Often these training sessions focus on legal compliance, HRM policies, and practices, affirmative action regulations. When stricter policies are implemented, they generally rely on aggressive language to suppress undesired behaviors, which often, fails to address the thought process and motivation behind culture wars,Culture wars in any workplace will thrive when employees view specific jobs, themselves, or others as superior or inferior, which creates an “us and them” mentality.
Management can counteract these divisions by fostering a culture that everyone’s contributions in the organization is valued. It is common for employees to fear or question what is unfamiliar unintentionally and we lack an understanding, making it essential for leaders to provide environments where it’s safe to share opinions and address conflicts respectfully.
However, committing to dealing with cultural changes within a multi-generational environment requires ongoing team-building and professional development, and willingness to both give and accept constructive feedback to build trust and respect among employees.
According to Harvard Business Review, organizations that focused on two-dimensional diversity (employees with inherent attributes, such as race and gender, and acquired attributes, such as travel or professional experience), were 45 percent more likely to report a growth in market share and 70 percent more likely to report engagement with new markets.
Why should you Attend: This is the first time in modern history that four to five generations of workers may be working within the same organization at the same time with very different work styles, attitudes about work and organizational loyalty. This multigenerational workforce has led to culture wars on many fronts: social equality, social freedom, multiculturalism, and gender equity.
As employees, we spend more time on average with coworkers than we do with friends and many family members, making it essential that we learn to form positive working relationships that do not hinder productivity, personal morale, and operational profitability. With advances on social issues and passage of several civil rights legislation, the workplace became more diverse and inclusive; employees were faced with the greater potential for miscommunication and bias.
Human Resources Managers and executives are bombarded with complaints about Millennials wanting too much time off, and Baby Boomers draining retirement and pension funds and then deciding to return to work after retirement at a high salary than before they retired.
For decades, organizations have tried unsuccessfully to create a “melting pot” workforce, in which racial, gender, religious, ideological and political, and intergenerational diversity is valued and respected as a competitive advantage. The reality, however, is the modern workplace has become a battlefield where email wars are common, employees are quick to through co-workers under the bus, and the supervisor is viewed as a bully tyrant, or complacent to curtail these negative behaviors and the proliferation of incivility in the workplace.
In this interactive training, we will address several questions:
To what extent do cultural workplace divisions create a hostile and toxic working environment?
Are cultural values a reflection of the larger social context?
How do cultural values shape the worker’s perceptions of job entitlement?
What effect if any did the presidential election have on increasing or decreasing cultural wars in the workplace?
What strategies can we employ to win the cultural war phenomena?
The solution in the past has been creating a compliance-driven work culture, where workers are compliant based on feeling afraid to share their honest opinion on a subject, or completely holding their biases inside,
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