By John F. Baum and David Baum
The conventional wisdom says that there are distinct challenges in managing Millennials (or Generation Y), defined as individuals between the ages of 18 and 32. The most common complaints from managers attribute a misplaced sense of entitlement, lack of loyalty, and inadequate communication skills to Millennials. The challenge for managers in the current workforce is to determine whether those presumptions are true, and whether a different management style is necessary when leading a workforce that is now primarily comprised of three distinct generations of employees: (1) Millennials; (2) Generation X employees (33 to 48 years old); and (3) Baby Boomers (49 to 67 years old). Continue reading
On October 15, the Supreme Court dismissed the writ of certiorari it granted in Madigan v. Levin as improvidently granted. We had mixed feelings about the case, as it had the potential to limit the relief available under Section 1983 and the U.S. Constitution for state and local government employees complaining of age discrimination or to open the floodgates to a litany of new claims.
In 2007, Facebook CEO Mark Zuckerberg infamously told participants at a startup conference that younger is better. “I want to stress the importance of being young and technical,” he stated. “Young people are just smarter. Why are most chess masters under 30? I don’t know.” It seems that many in the technology industry took Zuckerberg’s words to heart. According to a New York Times article published earlier this year based on a report by PayScale, only six out of thirty-two leading technology companies have workers whose median age is at 35 or higher.