Unit VIII Project

UNIT VII PROJECT BSL 4000-16G-1A22-S1 Managing Diversity in Organizations. 1

UNIT VII Project

Justin Erby

228342

BSL 4000-16G-1A22-S1

Managing Diversity in Organizations

UNIT VII PROJECT BSL 4000-16G-1A22-S1 Managing Diversity in Organizations. 2

UNIT VII Project MD&O: Younger Workforce

The findings of age demographics within Fig technologies are as follows: 11% between 18

and 25 years, 31% of the workforce is between 26 and 39 years, 34 % between 35 and 55 years, 18

% between 56 and 69, and 6 % above 69 years. Hence the demographics indicate that there are

more older people working for the company as compared to younger workers. However, the

extremes, the youngest, and eldest have lower percentages of the workforce, and individuals

between 26 years and 55 years are the majority with a total of 65% of the workforce.

Our diversity and generational differences may be a strength or weakness for the

organization, depending on how it will be tapped. Young people can be suitable at one area or

department in the organization and also the middle age or older one can play important roles in the

organization. Developing either age group in various positions within the organization is also

crucial. Thus, when coming with positions at work, all people regardless of their age difference

should be included.

In addition, youths are mostly not considered into the workforce because they are believed

to lack work ethics, have no interest to extend working hours, don't have respect for authorities,

and lastly don't have the need to grow up. However, the mention beliefs are false as most youths

are possessed with a self-centered focused work ethic, are ready to invest time for doing the work

but not interested in facetime and lastly, they do respect authority and loyalty but only when it is

earned (Reddy, 2020).

UNIT VII PROJECT BSL 4000-16G-1A22-S1 Managing Diversity in Organizations. 3

Advantages and Disadvantages of Younger Workforce

There are advantages and disadvantages of establishing a younger workforce in both

professionals and non-professional positions. Younger people are generally more vibrant and

enthusiastic towards earning or being part of the organization in general. According to Reddy

(2020), this population is experimental and, at the same time, more comfortable to supervise.

Developing the younger workforce in non-professional positions allows them to grow

within the organization while handling other related tasks to print them within the workplace.

Similarly, developing a workforce of people aged 65 and above in professional and non-

professional capacities has its merits and demerits on organizational culture. Hence young

workforce adapts easily and learns things quickly. They take the shortest time possible to have the

necessary skills as mostly they are familiar with skills taught at colleges.

Most top managerial and leadership positions are occupied by employees older than 40

years old, indicating that professional capacities are more popular among the older workforce. This

would happen due to the focus and provable experience that older people have (Reddy, 2020). But

the best thing about the Young workforce is that they recreate the workplace and make the working

environment refreshing and inspiring.

Besides, having a young workforce in professional positions reflects on the institution's

seriousness and allows them to utilize their experience in making decisions about the organization

UNIT VII PROJECT BSL 4000-16G-1A22-S1 Managing Diversity in Organizations. 4

running. In non-professional capacities, this age group may feel disrespected and intimidated,

making it hard to keep them around.

However, some disadvantages come with hiring young people. They include lack of

stability as they have no clear vision of their careers, lack of skills for some specific roles in the

organization, increased cases of discipline as most of them are unaware of the work culture

environment, failure to handle work pressure, frustration, irresponsible as they don't have much

awareness of the business, depend much on technology hence expecting results smartly -this can

lead to company loss, and lastly lack of supremacy when they are given roles of managing

experienced peers(Reddy, 2020).

Age legislation

Age legislation such as the Age Discrimination in Employment Act (ADEA) of 1967 limits the

biases and discrimination faced by workers within an organization due to their age differences.

However, such law protects employees above 40 years and only favors those already in an

organization rather than accommodating those who may be locked out of employment due to old

age (Carter, 2019). More so, it applies to businesses and organizations with over 20 people. In Fig,

this Act would influence how the careers of those above and under 40 years are developed within

the organization.

Executive Summary

UNIT VII PROJECT BSL 4000-16G-1A22-S1 Managing Diversity in Organizations. 5

Organizational diversity breeds the need to accommodate each member regardless of their

differences as a way to embrace a unique organizational culture. Improving the culture entails

incorporating diversity as much as it requires forgetting differences and embracing similarities

such as shared goals. Gender and work-life balance are also crucial aspects to address in the face of

diversity and consider different functions of FIG technologies.

Gender, much like ethnicity, is a distinction that has influenced differences throughout

history hence must be addressed as part of competency training (Marcinko, 2020). Age

demographics are crucial in such an organization since the workforce’s success mainly relies on

diversity in this aspect as much as on skill and expertise. This report presents the steps towards

improving organizational diversity in Fig Technologies, and as the Executive Leadership Council,

the task relies on your approval and implementation.

UNIT VII PROJECT BSL 4000-16G-1A22-S1 Managing Diversity in Organizations. 6

References

Carter, S. D. (2019). Increased workforce diversity by race, gender, and age and equal

employment opportunity laws. Gender Economics, 200-225. https://doi.org/10.4018/978-

1-5225-7510-8.ch009

Marcinko, A. (2020). Diversity as I say, not as I do: Organizational authenticity and diversity

management effectiveness. Academy of Management Proceedings, 2020(1),

14306. https://doi.org/10.5465/ambpp.2020.189

Reddy, C. (2020, June 8). Hiring young employees advantages and disadvantages.

WiseStep. https://content.wisestep.com/advantages-disadvantages-hiring-young-

employees/