Summary: With today's changing demographics across the workforce, organizations are feeling the effects of a higher percentage of baby boomers retiring and a large percentage of new millennials entering. The words used to describe millennial employees, “spoiled, trophy kids, ambitious,” seem to be as timeless as the constructive and negative perspectives attached to them. Many can argue about the rights of these employees within an organization, how these employees can be trained and managed to better fit the organization, the positive and negative attributes they bring to the workplace, and how backgrounds can benefit or compromise the effectiveness of an organization. organization. However, a more difficult debate takes place in denying that organizations need to adapt and integrate these employees into the workforce. Analysis: Diversity is a changing constant determined by “race, ethnicity, gender, sexual orientation, social class, disability, culture, and cultural characteristics.” Recent issues between older and millennial employees across the department are due to these changing constants accompanied by changes in “global work demographics.” While it is possible to focus on issues that arise between older employees and Millennial employees, more efforts should be made to achieve cultural competence. Building a foundation for employee cultural competence within the department will not only benefit the employee but also the people we serve. Formulating this foundation will pass if it doesn't help guide other departments within the organization when similar issues arise. In order for our organization to address the issues that arise with our employees, these issues must be addressed… middle of paper… …and as they arise. This training will be administered online and must be applied to all people in the department. Some individuals may not have the ability or familiarity with the use of computers where the HR department must adapt accordingly to ensure they complete the training. Six months after the initial training, HR should survey employees about the perceived results of the initiative. As stated previously, this initiative must be continued for the benefit of current and future employees. This translates into the current and future success of the organization if the initiative is managed correctly. There is a need to build a foundation of cultural competency for managers and their Millennial employees. The desired end result is the achievement of cultural competence throughout the organization.