The findings of age demographics withing 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.
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.
Our diversity and generational differences may be a strength or weakness for the organization, depending on how it will be tapped (Parry 2018). Developing either age group in various positions within the organization is also crucial.
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 Yang & Matz-Costa (2018), 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.
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 (Krishnan et al., 2017).
Having them in professional positions also reflects on the institution’s seriousness and allows them to utilize their experience in making decisions about organization running. In non-professional capacities, this age group m
ay feel disrespected and intimidated, making it hard to keep them around.
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 (Bitton,2020). 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
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. 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.
