As baby boomers exit the workforce in larger masses each year, the race to attract the best and brightest millennials has employers across the country re-thinking the tried and true recruitment and retention strategies they have relied on for decades. Having myself been born in the mid 90s, I am officially a member of this vastly unique and rapidly emerging Millennial workforce.
Understanding our motivations is one way of understanding the concepts of power and privilege that can often be dismissed and made "invisible" as a result of social class, age, ethnicity, and cultural environment.
While I believe that social communications technology has played a major role in improving the overall cross-cultural literacy of our society, it is important to be aware of and sensitive to levels of diversity and multiculturalism in developing a unified purpose and mission for an organization.
This is especially true when it comes to employee recruitment.
There is a general set of legal standards set into place by the Equal Employment Opportunity laws that prevents discrimination and attempts to remove biases in the recruitment process, such as distillate impact and treatment.
While cultural and generational gaps in the workplace still exist, certain constraints such as equal pay for Females and equal opportunities for Inner-City or minority ethnic groups are becoming more widely acknowledged and subsequent policy changes continue to make such biases more manageable for organizations that want to achieve collaborative innovations.
At the end of the day, there is very little that can't be overcome with the proper acknowledgement and communication.
As long as companies continue to work towards focusing their recruiting efforts on merit, not external factors such as appearance or upbringing, my generation will continue to see a more diverse and unified workforce in the years to come.
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