1. In this program, in what ways are Generation- X and -Y employees depicted differently from baby-boomer employees? Are the differences a reasonably accurate representation of generational differences in the workplace today?
2. What steps have Deloitte and other companies taken to adjust to the expectations of younger employees and to reduce potential generational conflict in the workplace?

Jo Muse is baffled. The CEO of Muse Communications received requests from younger staff for vacation time after just two months on the job. “Why do you think that you can work places for a couple months and then get a vacation?” Muse asks his Generation-X and -Y staff. “And unpaid! You don’t care if you get paid. What’s up with that?” Baby boomer managers such as Jo Muse face the challenge of figuring out the needs and expectations of young employees. The differences—which range from subtle to stark—also produce conflict in the workplace. “There is a clash,” suggests 24-year-old X-ray technician Doan Phan. Phan points to differences in technology skills as one source of conflict. Another is the urgency to change the workplace. “We want to bring in new ideas. We want to change things,” Phan says. This PBS program peeks into several organizations to see how younger- and older-generation employees are getting along. The program examines how Gen-X and -Y employees view their employment differently than do baby boomers. It also describes the actions of companies that are addressing these conflicts and changing expectations.