Haskell is a leading force in the design-build, construction management, and integrated engineering services industry. Diversity and inclusion are key components of Haskell’s organizational culture. A diverse and inclusive workforce is crucial for companies that want to attract and retain top talent. Haskell is focused on “people first” and has specific goals relative to increasing diversity by 30 percent by the end of 2018.
Diversity at work is a common discussion among most organizations; however, generational differences is a component of diversity that is important to understand yet rarely discussed. Haskell has four different generations working together, each bringing value in helping the organization understand where it has been and where it is headed.
To address dealing with different generations of people, Haskell’s EAP Corporate Care Works was asked to facilitate instructor-led classes on “Valuing Generations” that discussed the characteristics of each of the four generations. The class aimed to help participants learn the importance of making the most of the generational resources in their daily routines. Further class objectives included:
- Learn the characteristics of different generations and how you fit in the mix.
- Identify what value generational differences bring to the workplace.
- Learn tips to help bridge the differences in the generations.
The classes received good evaluation scores: 100 percent of participants thought the course was a good use of time; 100 percent would recommend this learning experience to others; and 100 percent understood how to apply what they learned on the job. The comments, however, stated that they wished the course had more specific Haskell-related examples they could apply within the matrix organization.
To address this issue, Haskell asked an external trainer familiar with its culture and employees to tailor a class for Generational Differences. The course objective was to explore traits and styles of different generations through use of real-world strategies where participants learn about working effectively with colleagues of each generation represented at the company and are more inclined to adapt, if not adopt, alternate work styles.
Offered over the last few years in rotation with multiple offices, the classes continued to have active participation and high evaluation survey results. But evaluation comments did mention that the class was too long (it was three hours) and complaints about travel costs.
Streamlined Program
To focus on cost efficiencies and reduce travel expenses, the course was tailored to a streamlined one-hour program that could be completed in a Lunch-and-Learn format. The reduction in class time increased participation rates and allowed more project-based employees to participate. In the newest edition of the course, participants gain insight into the value of a multigenerational workplace and learn strategies to bridge the differences, leading to better working relationships and increased productivity. The principles addressed include:
- The value of identifying a constructive way to build from our differences.
- Reverse engineering toward diversity: learning to unlearn and relearn to be ourselves.
- General diversity and its impact on how to supervise employees.
- How to avoid stereotyping employees according to generational models—there are more similarities than differences, and many in older generations have adapted to new ways.
Results
Evaluation results for the most recent course include:
- 100 percent of participants felt that the course covered relevant information that will be useful for them in their job.
- 83 percent of participants can apply what they learned in the training in their job.
- 100 percent of participants would recommend the course to their coworkers.
Employee takeaways included: “This course will help me identify some traits of the person I am communicating with and will help me understand how I can communicate to them better.” And “It is helpful to understand the different generations in the workforce and how to work with them.”
Changing the format to have this as an internal class was important as it allowed future leaders to value the importance of a cross-generational workplace. Haskell wanted to teach its leaders the importance of developing diverse leadership skills, as well as strengthening communication skills, understanding multigenerational communication, and improving conflict management.
Haskell’s diversity training for generational differences supports all three of its goals: People, Operational Excellence, and Financial Strength. These learning activities facilitate employees’ pursuit of excellence through professional growth. It enables Haskell to increase its intellectual capital and employee engagement. These improvements reduce employee turnover, improve productivity, and increase financial strength. Giving employees the knowledge to better understand the generational resources at their disposal enhances competitiveness and creates greater value for customers. Results are proven through Haskell’s increase in revenues (2.10 percent), a turnover rate that is 28.6 percent lower than industry average, and an employee engagement score of 83 regarding the amount of company-provided training.
