ception practiced?

• Do you acknowledge no two people see things the same way? Do you embrace the value of this diversity?
• Do you recognize each person has a right to think, feel, and see things based on their own experiences? Do you support a free speech non-judgmental workplace?
• Do you acknowledge a person gains new perspectives only through new experiences? Do you encourage creativity, risk-taking and multi-tasking opportunities?
• Do you acknowledge perception accounts for individual differences and workplace disputes? Do you have a conflict management or grievance progra

Over the next few years, Gen Yers will enter the workforce in ever-increasing numbers. Gen Yers entrepreneurial spirit makes them self-reliant yet camaraderie oriented attuned a community environment. The influx of Yers will usher in a variety of new learning and performance expectations as well as challenges that will affect how a company manages its employees. For the first time in modern history, the workforce will encompass four separate generations working side by side. The Silent Generation (born 1933-1945), Baby Boomers (born 1946-1964), Generation Xers (born 1965-1976), and Generation Yers (born 1977-1998).

Traditional management styles has been hierarchical top down. The Yers will push companies to morph not bottom up but into a new style of collaborative humanism. Within the collaborative humanistic workplace, all employees regardless of diversity are seen as naturally hard working, loyal, committed to what they do and have something valuable to contribute. All employees, regardless of status, are recognized as unique, possessing rights and needs as human beings, and that respect, curiosity, recognition are immutable. Collaborative humanism will extend beyond the workplace requiring companies to embrace their responsibility in global social and environmental concerns. Also, a ‘success’ obligation to its employees in terms of providing learning opportunities and work-life balance.

Making the leap into the collaborative humanistic workplace requires shared values. Shared values must be adopted not only between management and its employees but amongst all employees as well. Not cozy mission or vision statements for the benefit of customers; but a holistic organizational pledge of trust and truth that is practiced daily through identifiable mutual gains. Stephen Covey, author 7 Habits of Highly Effective People®, states “An empowered organization is one in which individuals have the knowledge, skill, desire, and opportunity to personally succeed in a way that leads to collective organizational success.” Productivity, innovation and profit are intertwined in and propagated through collaborative shared values.

Shared values are identified and communicated through the principals of perception. Acknowledging these principals will allow the flexibility for multi-generational employees to collaborate working side by side. In your workplace, what are the principals of perception practiced?

• Do you acknowledge no two people see things the same way? Do you embrace the value of this diversity?
• Do you recognize each person has a right to think, feel, and see things based on their own experiences? Do you support a free speech non-judgmental workplace?
• Do you acknowledge a person gains new perspectives only through new experiences? Do you encourage creativity, risk-taking and multi-tasking opportunities?
• Do you acknowledge perception accounts for individual differences and workplace disputes? Do you have a conflict management or grievance program

rn 1977-1998).

Traditional management styles has been hierarchical top down. The Yers will push companies to morph not bottom up but into a new style of collaborative humanism. Within the collaborative humanistic workplace, all employees regardless of diversity are seen as naturally hard working, loyal, committed to what they do and have something valuable to contribute. All employees, regardless of status, are recognized as unique, possessing rights and needs as human beings, and that respect, curiosity, recognition are immutable. Collaborative humanism will extend beyond the workplace requiring companies to embrace their responsibility in global social and environmental concerns. Also, a ‘success’ obligation to its employees in terms of providing learning opportunities and work-life balance.

Making the leap into the collaborative humanistic workplace requires shared values. Shared values must be adopted not only between management and its employees but amongst all employees as well. Not cozy mission or vision statements for the benefit of customers; but a holistic organizational pledge of trust and truth that is practiced daily through identifiable mutual gains. Stephen Covey, author 7 Habits of Highly Effective People®, states “An empowered organization is one in which individuals have the knowledge, skill, desire, and opportunity to personally succeed in a way that leads to collective organizational success.” Productivity, innovation and profit are intertwined in and propagated through collaborative shared values.

Shared values are identified and communicated through the principals of perception. Acknowledging these principals will allow the flexibility for multi-generational employees to collaborate working side by side. In your workplace, what are the principals of perception practiced?

• Do you acknowledge no two people see things the same way? Do you embrace the value of this diversity?
• Do you recognize each person has a right to think, feel, and see things based on their own experiences? Do you support a free speech non-judgmental workplace?
• Do you acknowledge a person gains new perspectives only through new experiences? Do you encourage creativity, risk-taking and multi-tasking opportunities?
• Do you acknowledge perception accounts for individual differences and workplace disputes? Do you have a conflict management or grievance progra

g companies to embrace their responsibility in global social and environmental concerns. Also, a ‘success’ obligation to its employees in terms of providing learning opportunities and work-life balance.

Making the leap into the collaborative humanistic workplace requires shared values. Shared values must be adopted not only between management and its employees but amongst all employees as well. Not cozy mission or vision statements for the benefit of customers; but a holistic organizational pledge of trust and truth that is practiced daily through identifiable mutual gains. Stephen Covey, author 7 Habits of Highly Effective People®, states “An empowered organization is one in which individuals have the knowledge, skill, desire, and opportunity to personally succeed in a way that leads to collective organizational success.” Productivity, innovation and profit are intertwined in and propagated through collaborative shared values.

Shared values are identified and communicated through the principals of perception. Acknowledging these principals will allow the flexibility for multi-generational employees to collaborate working side by side. In your workplace, what are the principals of perception practiced?

• Do you acknowledge no two people see things the same way? Do you embrace the value of this diversity?
• Do you recognize each person has a right to think, feel, and see things based on their own experiences? Do you support a free speech non-judgmental workplace?
• Do you acknowledge a person gains new perspectives only through new experiences? Do you encourage creativity, risk-taking and multi-tasking opportunities?
• Do you acknowledge perception accounts for individual differences and workplace disputes? Do you have a conflict management or grievance progra

7 Habits of Highly Effective People®, states “An empowered organization is one in which individuals have the knowledge, skill, desire, and opportunity to personally succeed in a way that leads to collective organizational success.” Productivity, innovation and profit are intertwined in and propagated through collaborative shared values.

Shared values are identified and communicated through the principals of perception. Acknowledging these principals will allow the flexibility for multi-generational employees to collaborate working side by side. In your workplace, what are the principals of perception practiced?

• Do you acknowledge no two people see things the same way? Do you embrace the value of this diversity?
• Do you recognize each person has a right to think, feel, and see things based on their own experiences? Do you support a free speech non-judgmental workplace?
• Do you acknowledge a person gains new perspectives only through new experiences? Do you encourage creativity, risk-taking and multi-tasking opportunities?
• Do you acknowledge perception accounts for individual differences and workplace disputes? Do you have a conflict management or grievance progra

ception practiced?

• Do you acknowledge no two people see things the same way? Do you embrace the value of this diversity?
• Do you recognize each person has a right to think, feel, and see things based on their own experiences? Do you support a free speech non-judgmental workplace?
• Do you acknowledge a person gains new perspectives only through new experiences? Do you encourage creativity, risk-taking and multi-tasking opportunities?
• Do you acknowledge perception accounts for individual differences and workplace disputes? Do you have a conflict management or grievance program within your workplace?