The only constant is change, and the real clincher of that cliché is that it’s more true than ever in the workforce. Where once baby boomers ruled the roost, millennials and Gen Z will soon dominate the working world population. The multigenerational workforce has arisen—and it poses some problems in the workplace.
What works for a generation driven by financial stability will differ starkly from those employees who believe their employer should be offering as much for them as they can offer their employer. How can one design engagement and management strategies around such different credos? Not to worry. This is your ultimate guide to understanding and engaging each generation utilising their different needs and priorities.
A multigenerational workforce describes a workplace comprised of different generations. There’s a chance that many organisations could have every generation converging at one time, meaning up there could potentially be a gap of five decades between oldest and youngest employees. This brings up the potential issue of conflicting experiences with, attitudes towards and priorities at work. Baby boomers entered a decidedly different job market than their adolescent counterpart, Gen Z. Even millennials and Generation X will have different experiences when it comes to technology, skills and work style—as well as different mindsets.
But all generations have evolved with the times, right? Well, yes. And career progression isnot intrinsically tied to ageanymore? Inarguably true. But while evidence has shown there’s a relatively small difference in theirpreferences, values and needsin the workplace, it’s less about stereotyping based on generations and more about understanding how employees of all ages approach their work. Consider that:
So you see that while there’s no fundamental reason to treat your employees differently, there’s certainly environmental factors that have defined how each generation approaches their jobs—which is why you need to be aware of the generational differences in your workforce.
Environmental factors aside, there’s also the fact that people at different stages in their lives have different priorities. Broadly speaking, an employee in their 50s will probably have different concerns, responsibilities, goals and even dependents to those in their 20s. All of this informs the positions they hold, the organisations they work at, and their work style.
Born between 1946 and 1964, baby boomers are the generation you’re least likely to have amongst even a multigenerational workforce. However, not all boomers will retire at the expected age of 65; rather, some will keep working out of joy and others may not have enough in savings to afford retirement at a ‘traditional’ age. This means that while they make up a small slice in your pie, they’re still likely to around longer than other generations.
Average time spent in job: 15 years
Driven by: Financial stability
Strength: Depth of experience
Generation X hark from the period between 1965–1979. They’re like the middle child of the family; often overlooked while older (boomers) and younger (millennials) siblings share the limelight (for good or bad). They’re highly adaptable and experienced, but confoundingly themost overlooked for promotions. And whilst they were once called the slacker generation, Gen X are most likely to have dependants both younger and older than them.
Average time spent in job: 5 years
Driven by: Work-life balance
Strength: Adaptable leadership
Ah, the much derided millennial generation. As of 2017, they’re thelargest generationin the labour force and the group that’s experienced the starkest shift in career priorities. For millennials, fun perks and quick promotions are a nice-to-have but job satisfaction, stability and opportunities to learn are non-negotiable. The oldest millennials are in their early 40s while the youngest are still 20-somethings, so they possess diverse priorities even within their own generation.
Average time spent in job: 2 years
Driven by: Career growth, purpose
Strength: Most collaborative
The newest entrants to the workforce, the eldest of Generation Z were born in 1997. (Yes, really.) Much like millennials, Gen Z are interested in career development and want to see their work contribute to a larger objective. They’re multicultural, tech native and all about employers exhibiting the same diversity and inclusivity they champion themselves—which explains why Gen Z are more attracted tojobs that interest themthan those that pay well.
Average time spent in job: TBD
Driven by: Entrepreneurism, global citizenship
Strength: Tech savvy
There are a number of ways these backgrounds manifest into communication and working styles, motivations, expectations and mindsets, including:
How generations view each concept is determined by the trends they grew up with. Western organisations particularly may find the mindsets of their employees are informed by thesocial and political issuesthat surround them (such as a Gen Z employee desiring an employer who advocates for social issues and contributes to charities). These differences become even more complex when you consider interactions between intergenerational colleagues.
Take ‘generation’ out of the equation and you’re left with a diverse workforce with varying needs. Understanding those various needs can help you better lead and manage, because ultimately, it comes down tomanagement. It’s a flow-on effect:
Those with children may prefer a flexible work schedule over professional development in the present. Conversely, young employees may be entering the workforce either straight from school or tertiary study and looking for a job that willkick off a long career. Trust starts and ends with your managers, whoset the tonefor inclusion and empowerment. A high-trust environment cuts negativity off before it festers, focuses on learning opportunities over fault and gives employees space to relate meaningfully to one another.
Millennials are entitled. Gen X are self-serving. Gen Z can’t get off their phones, and baby boomers can’t even turn on their phone. These are just some of the stereotypes that may distort employees’ view of one another. Differences in communication styles, values, life experience and even work habits or ‘traditions’ can intersect amongst teams, and lead to toxic dynamics without inclusive management.
The key to creating and managing cohesive multigenerational teams? Turning perceived differences into common ground.
A clear split in workplace values is the “work to live” and “live to work” mentality. It’s no lie older generations consider their relationship with and standing in an organisation to be highly important. Younger entrants to the workforce often place value on what their employer can offer them instead, valuing opportunity, education and growth.
Common goals should be the driver for all employees, no matter the reason they come to work. Unifying the purpose for their work will bridge the divide and strengthen discourse around it, taking a job from being just work to a shared experience. How?
It’s also important to consider the benefits that can bolster those experiences. Flexible hours might give younger employees more motivation to be loyal to your organisation, while you can still create clear career trajectories for older employees through learning and development initiatives and vice versa.
There’s no getting around the fact that generational influences impact how people communicate. Different age cohorts have different feedback preferences; some like face-to-face conversations while others favour written responses. Millennials, as an example, prefer a constant feedback loop over an annual review. And if you toss in the informal language and abbreviations younger gens love, then you can see how easily miscommunications can happen in the workplace.
Change starts at the top. Leaders should make each individual feel heard in a way they can comfortably respond to. If they prefer text, email or message them via the internal messaging system. If they like to chat about ideas, get coffee with them one morning. Regular feedback in a variety of mediums can also encourage co-workers to affirm it amongst themselves, inviting more open dialogue about work strengths and performance.
It helps to encourage discourse outside of project parameters, too. Gens Y and Z especially value deeprelationships with co-workersover superficial professional connections. Informal team-building activities like Friday lunches can take the pressure off communication (and as a benefit, happy relationships between coworkers are directly related to theirsense of company loyalty).
Most people like to work with others of a similar age because they find comfort in ashared mindset. You may see problems with “less-experienced” younger employees in leadership positions over older staff. Though not a strictly generational phenomenon, autonomy is something Gen X stereotypically desires. Millennials may look toleaders for guidancemore than entrenched baby boomers. In a team dynamic, those who prefer to work alone may inadvertently cause friction, which could ultimately affect morale and output.
The shift here is from a focus on hierarchies to partnership. It works for everyone: older generations have a wealth of experience and knowledge to bring to the table, while the youngest often engage best through discussion and collaboration. People learn more from one another than formal training, so it can help to create opportunities for reciprocalcross-generational mentoring. Millennials can then safely look to Gen X for guidance, avoiding the competition that can arise from seeking the same advice from their peers, while the more experienced employee can see projects through fresh eyes.
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