How to Manage a Multigenerational Workforce (2024)

How to Manage a Multigenerational Workforce (2024)

Today’s workforce is becoming increasingly age-diverse, with members of five different generations working together. Generational differences can present unique complications and even conflicts in the workplace if organizational leaders do not take care to account for these potential issues and foster a positive age-diverse workplace. Organizations that do provide these positive multigenerational workplaces, however, see a variety of benefits related to employee productivity, engagement, and experience. 

What Is a Multigenerational Workforce?

A multigenerational workforce refers to a work environment that consists of employees from different generations, typically spanning four or more generations, including Baby Boomers, Generation X, Millennials, and Generation Z. Each generation brings unique perspectives, experiences, and values to the workplace, creating a diverse and dynamic mix of individuals with varying work styles, communication preferences, and attitudes towards work. 

Baby Boomers are individuals who were born between 1946 and 1964. As employees, baby boomers tend to value loyalty, experience, authority, and work ethic, embodying the mantra of “living to work.” In 2024, these employees will possess decades of experience to draw from in their roles and relationships with younger workers. Members of this generation still make up a large portion of the workforce because the group is so populous and expects to retire late, if at all

Generation Xers were born between 1965 and 1980. These employees are highly educated, eager to learn new technologies and self-motivated but place a higher value on work-life balance than baby boomers. They have generally been perceived as less ambitious than their predecessors and successors, leaving them further behind in their career goals than expected. However, these employees have proven to make effective managers and loyal employees. 

Millennials, born between 1980 and 1995, make up the largest portion of the United States labor force – 35% as of 2017. Employees of this generation are educated, ambitious, and agile, valuing job satisfaction and benefits. Millennials tend to seek out flexibility that allows them to prioritize their personal lives and do work that they feel means something to them.

Generation Z is the youngest generation in the workforce today. Employees of this generation were born after 1996, so they are digital natives, making them extremely tech-savvy. They value feeling a sense of purpose in the workplace as well as flexibility, independence, and inclusivity.

Members of each generation have unique working styles, values, and perspectives. This can make it difficult for employees of these different generations to work together, but with the proper forethought and support, employees can facilitate intergenerational working relationships and leverage the unique value that a cohesive, intergenerational workforce can bring to an organization.

Benefits of a Multigenerational Workforce

Embracing the various strengths and values of the different generations can bring benefits for business outcomes and company culture:

1. Different perspectives

Diverse teams bring unique approaches to work and problem-solving to the table. Building multigenerational teams means the work they produce benefits from a broad range of skills and background knowledge. This variety lends itself to more innovation and holistic thinking and fosters creativity in problem-solving.

2. Learning opportunities

By bringing employees from different generations together, opportunities for mentorship and peer-to-peer training arise. For example, employees from older generations can take younger employees under their wing, helping them hone skills, make decisions and navigate career changes. Alternatively, younger employees can cross-mentor their counterparts from earlier generations by providing different perspectives and sharing technological expertise.

3. Employee engagement

High levels of employee engagement benefit just about every aspect of a business. When employees are part of well-oiled intergenerational teams, their working environment can be shaped by respect, inclusion, and camaraderie. This helps keep employees of all ages motivated and productive.

4. Knowledge transfer & continuity

As older, more tenured employees begin working with team members of younger generations, they can impart their institutional knowledge and industry expertise to their younger peers. Younger employees can pass their fresh takes and technological know-how to their elders as well.

As older employees begin to retire, the effects of this continuous knowledge transfer can help organizations avoid discontinuities and stalled change. Having multigenerational teams and cross-mentoring relationships in place can ensure that as younger employees grow, they are well-suited for leadership positions and overall success. 

4 Challenges of a Multigenerational Workforce (+How To Overcome Them)

While an intergenerational workforce presents many worthwhile benefits to an organization, it also comes with some challenges. Here are some of the most common challenges that arise when managing a multigenerational workforce: 

1. Training needs vary

All employees benefit from continuous learning and development, but training needs may vary among individuals from different generations. Employees of different groups enter the workforce with different skills and values and develop along different trajectories. For example, certain employees may have a greater need for improving communication and other soft skills, while others need more support as they learn new technologies. For this reason, it is necessary to tailor employee training to meet the needs, goals, and expectations of employees of different generations.

2. Different priorities

Individuals from different generations and backgrounds bring with them a variety of experiences, values, and goals. Team members from older generations might not understand the ways those of younger generations value purposeful work or work-life balance. Younger employees might not understand older ones’ sense of unquestioning loyalty to their employers. These dissonances can create conflict.

3. Miscommunication

Employees of different generations tend to have different communication styles. For instance, younger employees may be more inclined to communicate via direct messaging or email, while older employees prefer telephone or face-to-face conversations. These potential communication gaps can be bridged by promoting a combination of verbal and digital communication across the team and providing training on digital communication methods when necessary. This way, employees can worry less about uncomfortable communication and focus on the task at hand.

4. Differing employee expectations

Employees from different generations might be seeking different things in their work lives. These differences can be related to work styles, flexibility, or even compensation and benefits. Managers can handle these different expectations by establishing clear lines of communication with employees, making an effort to understand those expectations, and building a working environment that can adapt to different needs when appropriate. 

10 Tips for Managing a Multigenerational Workforce

We’ve put together these ten essential tips for managing a multigenerational workforce effectively.

1. Identify preferred management styles

There is no one-size-fits-all leadership style that works best for all employees of a given generation, let alone across several. Some employees work well when left to themselves, while others require closer oversight. As managers get to know their employees, they should take stock of their aptitudes, skillsets, and motivation levels to determine the management style that works best for different team members. 

2. Regular check-ins

Managers must promote open and honest communication by setting regular check-ins with employees. This way, employees can voice concerns as they arise, and managers can take any steps necessary to continue positively shaping their employees’ working environments. 

3. Cater to different communication styles

While it may seem more streamlined to rely on a single communication method, it is unlikely that one method will work well for all employees at all times. Make room for flexibility in communication styles where possible, and be sure to offer the training that less tech-savvy employees need to communicate efficiently via digital methods like email or direct messaging. 

4. Be a leader for all

Don’t cater more to certain groups than others, even if some team members are more inclined toward independent work. The entire team needs leadership; therefore, managers should work from a place of inclusive decision-making and open conversations. This will create a sense of teamwork and shared goals that can bring the team closer together and encourage them to move forward as a unit. 

5. Work on your Employee Value Proposition (EVP)

An Employee Value Proposition, or EVP, is the sum of all the benefits an employee receives in return for all the work, skill, and experience they bring to an organization. An organization’s EVP should appeal to employees of all ages, with policies, programs, and perks that satisfy needs across generations. 

6. Collect feedback

Some employees may be more likely to discuss their needs with management than others. Employers should offer plenty of opportunities for employees to share feedback. This way, managers can be certain that they understand their employees’ experience in the workplace and improve conditions when necessary. 

7. Accommodate differing working styles and needs

Acknowledge the variation in work-life balance and flexibility preferences across generations. When possible and appropriate, organizations should offer flexible work arrangements so team members can achieve the balance between personal and professional life that is right for them.

8. Provide learning and upskilling opportunities

Throughout an employee’s time with an organization, they will inevitably experience changes in responsibilities, expectations, working environments, and organizational structure. To keep the entire team engaged, provide learning and upskilling opportunities to help them reach their professional goals and ease them through workplace transitions. 

Organizations must invest in online course authoring tools and employee training software to create a relevant training program for modern learners. A digital adoption platform (DAP) such as Whatfix integrates with digital tools to provide automated, personalized training in the flow of work. DAPs assign each learner a contextual task list containing interactive walkthroughs and other in-app content based on the learner’s profile. DAPs work hand-in-hand with learning management systems (LMSs) and eLearning software like xAPI and SCORM for you to track learners’ progress and build more relevant content in the future.

9. Cater to different learning styles

As more and more workplaces lean into continuous learning, it has become apparent that employers need to meet employees where they’re at when it comes to learning and development. Some team members might prefer eLearning lessons, while others may retain more after shadowing a peer or mentor. Provide reskilling and inboarding opportunities incorporating a mix of different employee training methods and give employees options to learn via different ones when possible.

10. Avoid stereotypes

Nobody likes to be stereotyped. While there are trends in behavior within and among different generational groups, it is important to remember that each employee presents unique values, skills, experiences, and challenges. Understanding team members as individuals will improve working relationships and guard against any unintended ageism. 

Conclusion

Nobody likes to be stereotyped. While there are trends in behavior within and among different generational groups, it is important to remember that each employee presents unique values, skills, experiences, and challenges. Understanding team members as individuals will improve working relationships and guard against any unintended ageism. 

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