| Company X, a 4,500-plus employee company with a significant role in strengthening U.S. scientific foundations for innovation, has consistently reported a "younger" workforce age of as few as 30% of total staff. The natural assumption of many managers, human resources (HR) representatives, and senior scientists is that Company X would have no problems filling entry-level positions or mid-level scientist and engineering positions. However, analysis by the HR department showed that the younger generation of scientists, engineers, and technical staff are either not applying to work there, or leaving within the first five years of being hired. Using social identity theory and examining the data through the lens of generational differences, this thesis analyzes how communication breakdowns and stereotyping among generations can lead to lower than desirable retention rates. Using ethnographic methods of gathering data---a combination of observations and interviews - this analysis examined examples of generational prejudice, stereotyping, and pride. As a result, this thesis identified mitigation strategies to alleviate miscommunication and therefore increase retention rates at Company X. |
