Flash back, for a moment, to the early to mid-80s. That’s when many US businesses determined to get smarter about creating work environments that met women’s needs in order to retain more women and working mothers in particular.
So, various programs were implemented under the general rubric of 'women’s initiatives' including on-site day care, facilities for nursing moms, more flexible work schedules and so on. Eventually, many companies chose to broaden these programs (as appropriate) to men but, especially in industries where the retention of women is an issue (law and accounting firms, for example) these initiatives are still focused on primarily on retaining women.
Now flash forward to the present.
According the Bureau of Labor Statistics, women currently make up about 48 percent of the labor force. In 1988, that number was 45 percent. More women make up more of the workforce and never has the demographic landscape been as diverse as today. Women workers represent more ethnic and religious groups, people of color, language groups, people with disabilities, etc. than ever before. But, it can be argued, that one of the most significant demographics factors among women in today’s workforce is generational.
There are four generations of women in the workforce today who, in many cases, hold very different views about work. It is our view that companies seeking to attract and retain women today need to revisit the women’s initiatives of yesteryear to ensure that they engage women across all generations.
A look at the breakdown below of the age groups among the four generational categories used by demographers illustrates this fact, especially if you consider the different phases of life that women experience within those age ranges and in those historical timeframes. For instance, a woman born at the beginning of the baby boom who climbed managerial ranks was most likely was a minority solely based on gender. In many jobs, pregnancy meant an end to a career. Compare her experience to female millenials who start out on almost an equal footing (insert salary data here) with their males peers and you can picture how different the experiences that shape their attitudes about work really are.
Millennials Born 1979–2000 Currently ages 25–29
GenXers Born 1965–1978 Currently ages 30–42
Boomers Born 1946–1964 Currently ages 43–61
Matures Born 1909–1945 Currently ages 62–68
In addition, consider the differences in attitudes about work based on the life experiences among each category. Many studies have underscored how these dynamics affect recruitment, retention and succession planning.
So, various programs were implemented under the general rubric of 'women’s initiatives' including on-site day care, facilities for nursing moms, more flexible work schedules and so on. Eventually, many companies chose to broaden these programs (as appropriate) to men but, especially in industries where the retention of women is an issue (law and accounting firms, for example) these initiatives are still focused on primarily on retaining women.
Now flash forward to the present.
According the Bureau of Labor Statistics, women currently make up about 48 percent of the labor force. In 1988, that number was 45 percent. More women make up more of the workforce and never has the demographic landscape been as diverse as today. Women workers represent more ethnic and religious groups, people of color, language groups, people with disabilities, etc. than ever before. But, it can be argued, that one of the most significant demographics factors among women in today’s workforce is generational.
There are four generations of women in the workforce today who, in many cases, hold very different views about work. It is our view that companies seeking to attract and retain women today need to revisit the women’s initiatives of yesteryear to ensure that they engage women across all generations.
A look at the breakdown below of the age groups among the four generational categories used by demographers illustrates this fact, especially if you consider the different phases of life that women experience within those age ranges and in those historical timeframes. For instance, a woman born at the beginning of the baby boom who climbed managerial ranks was most likely was a minority solely based on gender. In many jobs, pregnancy meant an end to a career. Compare her experience to female millenials who start out on almost an equal footing (insert salary data here) with their males peers and you can picture how different the experiences that shape their attitudes about work really are.
Millennials Born 1979–2000 Currently ages 25–29
GenXers Born 1965–1978 Currently ages 30–42
Boomers Born 1946–1964 Currently ages 43–61
Matures Born 1909–1945 Currently ages 62–68
In addition, consider the differences in attitudes about work based on the life experiences among each category. Many studies have underscored how these dynamics affect recruitment, retention and succession planning.
- Baby Boomers: While very dedicated and loyal to work, are facing retirement. They also need more time to take care of the elderly and/or adult children moving back home and/or grandchildren.
- Generation X: This group is willing to work hard, but have families with small children to worry about. Many of the family issues fall on their plates.
- Generation Y: Are really focused on leisure time and living life to the fullest. They want time to learn and develop in the workplace but also have flexibility to explore other personal interests.
So, if your organization has a women’s initiative with the intent of attracting and retaining more female employees, this might be a good time to revisit it with the knowledge that women are as diverse a group as any subset of your workforce and what will work for one generational group may not work for another.
Here are some general steps to take and questions to ask:
- Understand who your audience is. What does your workforce look like today? What will it need to look like tomorrow?
- Ask your female population what really matters to them. What engages them? What will make them more productive? What will make them most likely to stay and make your company successful?
- Develop programs accordingly. And, periodically ask, are they still fulfilling their intent?
Employment of women by age group
Age range Percent of population employed
16 to 19 years 37%
20 to 24 years 64.3%
25 to 34 years 69.5%
35 to 44 years 72.3%
45 to 54 years 73.6%
55 to 64 years 54.3%
65 and over 10.7%
Article written by Keyonda Williams from CHPD's US-based parent company Capital H Group.
Article originally published in Capital H Group's 'News You Can Use' 2008
Source: Bureau of Labor Statistics [Link to http://www.bls.gov/cps/wlf-databook-2005.pdf]
16 to 19 years 37%
20 to 24 years 64.3%
25 to 34 years 69.5%
35 to 44 years 72.3%
45 to 54 years 73.6%
55 to 64 years 54.3%
65 and over 10.7%
Article written by Keyonda Williams from CHPD's US-based parent company Capital H Group.
Article originally published in Capital H Group's 'News You Can Use' 2008
Source: Bureau of Labor Statistics [Link to http://www.bls.gov/cps/wlf-databook-2005.pdf]
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