How to Engage a Multi-Generational Workforce

“The Silent Generation is technologically challenged.”

“Baby Boomers are incapable of change.”

“Gen Xers are negative cynics.”

 “Millennials are lazy and entitled.”

“Gen Zers are surgically attached to their phones.”

We’ve all heard some variation of the above and possibly even stated those sentiments ourselves. As more and more employees find the need or want to work past retirement age and Gen Z (those born after 1995) continues to enter the job market in full force, there are now five generations in the workplace attempting to coincide with each other. This of course has its challenges, but it also offers up new opportunities. A lack of value is being placed on having these differing experiences, alternate perspectives, and fresh ideas all together; the question is how do organizations engage such a wide range of employees and facilitate them performing to their full potential? 

Age may not be the first factor which comes to mind when hearing the word ‘diversity’, but the fact stands that teams benefit from listening to different perspectives and experiences. Knowledge sharing and collaboration among different generations is part of honing in on that wealth of ability and skill that organizations may not even realize they have. I’m part of the generation which currently makes up the largest group in the labour force, for whom TikTok is a song by Ke$ha and not an app, I’m a Millennial (and for the record, I earned every one of my trophies). The eldest Millennials are nearing their 40s and while we are the majority (with our percentage projected to grow immensely in the next few years), that doesn’t mean the needs and preferences of the other age groups should be ignored. It’s generally thought the differences between generations are due to two factors: the world events that occurred in their formative years, and the different stages of life they’re currently in. These factors result in varying motivators, values, and work styles between age demographics. Review current policies and procedures of the business to see if they need to be freshened up for the current workforce. For example, an organization with younger workers may want to look into offering additional vacation time in lieu of a yearly bonus. Now while there are differences, there are also commonalities across the board for employees of all ages: wanting a leader who listens and cares about their staff; financial needs to buy a first home, pay off student loans, or save for retirement; and a desire for work/life balance due to children, aging parents, or outside endeavors. The first steps in engaging all members of the workforce are to give everyone an equal voice, not to segregate generations, and resist the urge to slap on divisive labels. Keep an open mind when new ideas are brought up, while respecting the tried and true strategies which experience has shown to be successful. As opposed to being divided into a hierarchical system, all members of the organization need to see each other as a collective team working towards common goals.  

Looking at leadership, all employees want a leader they can respect and trust, but different management styles are preferred among the varying age groups. More senior generations prefer to take instruction from above and manage those below them, while those in the younger demographics tend to favour regular feedback from managers and working in teams. Individuals in leadership roles need to be flexible and embrace change in order to effectively lead groups which have differing views on management. Once determining one’s personal leadership style, be open to making adjustments to better support all employees. There will be those who prefer to have a clear line between managers and workers, and others who are looking for mentorship from the person they report into. Asking questions from a place of (sincere) curiosity and not judgment (“Why are you wearing headphones?” vs. “Do headphones help you concentrate better?”), invites the other person to participate in the conversation as opposed to being a victim of combative sentiment. Be willing to experiment and don’t linger on strategies which aren’t yielding results. While stereotypes and generalizations (as I’ve done above) can be a useful guideline and jumping off point, it’s essential to not make sweeping assumptions. It’s important to invest time in getting to know the individuals on the team and learn their specific needs.    

Studies have shown learning and development reduce employee turnover and increase engagement. Consider having all employees set goals for themselves both within their current department and the organization as a whole. Regardless of one’s experience and skills, there can always be a new goal to work towards. Once employees have determined the next step they want to take in their career, work together to determine what it will take for them to reach it. If there’s certain skills they need to hone in on or new experiences they’ll require, look within the organization for opportunities for them to obtain that relevant development; these types of arrangements can not only benefit the employee, but the organization overall. When facilitating the goal setting (and achieving) process, revisit the leadership and management style which has shown to be effective with the specific individual. Differences will again manifest between employees in regards to how they work towards goals and how they want to be recognized for achievements. There will be those who want full autonomy to accomplish goals on their own, and others who will need support and consistent guidance. Some will only focus on the end result, and then there will be those who need to put in the full hours to feel accomplished. Once a goal is achieved, some individuals would love to have a public announcement made about their success and others would prefer to be rewarded with a flexible work arrangement. View learning and development costs as investments as opposed to expenses and regardless of age, employees will pay organizations back tenfold.    

One specific strategy I’m very interested in deploying to increase engagement across generations is reciprocal mentorship. As the name suggests, reciprocal mentorship is a mutually beneficial relationship structure where participants take turns being the mentor and the mentee. It breaks down those generational barriers which are counterproductive to business success, encourages interaction, and grows employees’ knowledge of different business functions and departments. For example: Older generations can instill institutional knowledge and share the lessons they’ve learned in their vast years of experience, while the younger generations can impart knowledge in regards to social media and the most effective ways to use it. The value that lies in industrial know-how and experience is quite obvious, so I’ll dive a bit more into the unique knowledge that Millennials and Gen Z bring to the table. Gone are the days where companies would simply put up billboards and ads in the newspaper, the relationship with consumers and clients is now much more interactive and accessible. “All press is good press”? Not when your organization can be taken down with a single hashtag (formerly known as the number/pound sign *wink*). All major organizations have a Facebook page, probably Twitter and Instagram too; do organizations know how to use these platforms to their full ability as a business asset? Unconventional groupings can result in unexpected and innovative ideas from which organizations and employees alike will benefit.   

When it gets down to it, the needs of employees span across generations and we all have the same core wants: effective leadership, savings for the future (near or far), work/life balance, and development & recognition. It’s the view on these factors which manifests in different ways due to life experience where the variations between generations start to arise. Study the demographic of your organization and see if your policies and procedures need to be revamped. Generational differences should be used as a framework to determine what issues and topics are important for employees, and then employ that information to create an environment that is engaging for all.