Stereotypes at Pitney Bowes
Many times, we think of stereotypes or discrimination only being an issue when it comes to things like gender, race, or religion. However, at Pitney Bowes Inc., the toughest stereotype to overcome is age.
Brigitte Van Den Houte starts her day in the normal way; however, she has taken a keen focus on persuading employees in their 20s that they have a future at Pitney Bowes.
For almost 100 years, Pitney Bowes, founded in 1920, has been all about commerce. But as the world turned to technology, the definition of what that meant for the traditional postage-meter equipment company had to change as well.
One of the biggest challenges of this ever-changing technological world is how the generations of employees can step aside from their stereotypes and understand one another to better work effectively.
At Pitney Bowes, their proactive approach puts younger colleagues with older colleagues in a mentoring situation. This is not the typical older mentor to younger mentor setup, however. Every few months, Houte arranges for the younger employees to spend the day with a seasoned executive with the plan of sharing experiences and ideas and offering advice. Houte states, “the old way of working no longer works,” and she’s right.
With over one-third of the workforce aging to 50 or older and millennials (young people aged 22–37) being the largest workforce group, it is imperative to put stereotypes aside and learn to work together. One big mistake for a manager would be to focus on the age difference rather than on what skills each person individually can bring to the table.
Stereotypes such as “older individuals don’t know about technology” or “millennials are constantly job hopping and feel entitled” are put aside at Pitney Bowes in order to get the job done. With a more proactive approach, the range of variables within each generation can be utilized in the most effective way possible for an organization.
Reference:
Hymowitz, Carol, “The Tricky Task of Managing the New, Multigenerational Workplace,” The Wall Street Journal, August 12, 2018, https://www.wsj.com/articles/the-tricky-task-of-managing-the-new-multigenerational-workplace-1534126021?mod=searchresults&page=1&pos=9;Links to an external site. Ault, Nicole, “ Don’t Trust Anyone Over 21,” The Wall Street Journal, August 22, 2018, https://www.wsj.com/articles/dont-trust-anyone-over-21-1534977740?mod=searchresults&Links to an external site. page=1&pos=1.
Questions:
- What are other ways that a company can utilize a multigenerational team to their advantage?
- What challenges does a multigenerational team pose for management?
- What should the company and management team consider when attracting new employees of all generations?
Overcoming Age Stereotypes at Pitney Bowes: Embracing a Multigenerational Workforce
Thesis Statement
At Pitney Bowes, combating age stereotypes through proactive collaboration between generations not only fosters an inclusive workplace but also enhances innovation and productivity, highlighting the necessity for organizations to recognize and harness the diverse strengths of all age groups.
Introduction
Stereotypes often shape perceptions in the workplace, typically manifesting in discussions surrounding gender, race, or religion. However, age-related biases can be just as detrimental, particularly in a company like Pitney Bowes, where a significant portion of the workforce is aging. With millennials now forming the largest demographic group in the workforce, it becomes essential to dismantle preconceived notions about age and technology to drive collective success.
Utilizing Multigenerational Teams
One of the most effective strategies for leveraging a multigenerational workforce is through cross-generational mentorship programs. At Pitney Bowes, Brigitte Van Den Houte’s initiative promotes interaction between younger employees and seasoned executives, allowing both groups to learn from each other. Here are additional ways companies can capitalize on the strengths of diverse age groups:
1. Project-Based Collaboration: Assign teams that include members from various generations to work on specific projects. This encourages the exchange of ideas and skills, fostering a culture of innovation.
2. Skill-Sharing Workshops: Create opportunities for employees to teach one another. Older employees can share industry knowledge and problem-solving skills, while younger staff can introduce new technologies and trends.
3. Feedback Loops: Establish regular feedback sessions where employees from different age groups can express their perspectives on work processes, leading to more comprehensive solutions.
Challenges of a Multigenerational Team
While the benefits of a multigenerational team are clear, management also faces unique challenges:
1. Communication Styles: Different generations may have varying communication preferences, which can lead to misunderstandings. Younger employees may favor digital communication while older employees might prefer face-to-face interactions.
2. Conflict Resolution: Diverse perspectives can lead to conflicts if not managed properly. Management must be equipped with strategies to mediate disputes effectively.
3. Resistance to Change: Older employees may be resistant to adopting new technologies or work methods that younger employees advocate for. It’s critical for management to facilitate transitions smoothly.
Attracting New Employees Across Generations
To attract a diverse talent pool, companies should consider several factors:
1. Inclusive Job Descriptions: Use language that appeals to various age groups and emphasizes a culture of learning and growth rather than rigid expectations.
2. Flexible Work Options: Offer flexible schedules or remote work opportunities, which are often appealing across all ages but particularly resonate with younger workers.
3. Professional Development Opportunities: Highlight programs for skill development that cater to the needs and aspirations of both younger and older employees, demonstrating a commitment to lifelong learning.
Conclusion
Pitney Bowes serves as a powerful case study in overcoming age-related stereotypes through proactive measures that promote collaboration between generations. By fostering an environment where diverse age groups can share knowledge and skills, organizations can not only enhance their workplace culture but also drive innovation and productivity. As businesses continue to evolve in an increasingly complex world, recognizing the value of a multigenerational workforce will be paramount for sustained success.
References
- Hymowitz, Carol. “The Tricky Task of Managing the New, Multigenerational Workplace.” The Wall Street Journal, August 12, 2018.
- Ault, Nicole. “Don’t Trust Anyone Over 21.” The Wall Street Journal, August 22, 2018.