How Do You Manage a Multigenerational Workforce Effectively?

There are five generations now interacting in the workplace—all working in a variety of workplace environments, i.e., in-person, hybrid, remote/virtual, and flexible environments across the world. Each of these generations brings their own uniqueness to the workplace—learning to work with these differences requires a willingness to listen to other perspectives and experiences to work towards enriching the workplace culture to create a space for all.

To effectively manage a multigenerational workforce as HR practitioners, we must first put assumptions aside and develop an HR strategy that allows for active listening, adaptive communication using a variety of delivery formats, and creating an environment of trust. We need to step past our bias and create a workplace culture and strategy that is respectful, safe, and welcoming for all employees.

Effective and adaptive communication is key—engaging traditional methods such as email and town halls, supplemented with virtual meetings/town halls, social media, organizational messenger formats, interactive displays, and the employee website. As HR practitioners and leaders, we have a responsibility to understand what communication formats and methods work best in the workplace to connect with all generations. This means asking questions about communication preferences and stepping out of the status quo to communicate based on these preferences.

For example—I had a situation a few years ago where a manager reported an employee not being at work for three days and not reporting their absence. After investigating, we confirmed that the employee had texted the manager on all three days to indicate they would not be able to work—however, the manager did not use text messages and did not check this communication format. Further, there was no recognition or opportunity for learning by the manager to adapt communication styles to recognize a multigenerational workforce.

There is value from a multigenerational workforce:

• Optimizing teamwork to deliver organizational goals while sharing diverse and multiple perspectives.
• Continuous knowledge transfer and succession planning—multiple generations working together and learning from each other.
• Enhanced retention strategies such as flexible schedules and benefit programs that are needed by the different generations in the workplace.

These are all examples of HR strategies that will benefit the organization and the multigenerational workforce.

We have adapted our benefits packages to the needs of a multi-generational workforce by offering student loan repayment relief and career development support for younger staff, enhanced family support in the form of child care support and parental leave for mid-career staff, and phased retirement options and financial planning resources for our older workers. The benefits of a diverse workforce's attraction for employees are also apparent: offering a mix of support for parents, flexible arrangements, and training and development can increase employee satisfaction and reduce staff turnover.

Organizations need to acknowledge the complexity of their workforce and understand individuals’ characteristics better. Therefore, strategies like Understanding Generational Differences, More Career Development Opportunities, Introducing Technology Adoption, Promoting an Inclusive Culture, etc., can create a workplace environment that fosters collaboration, innovation, and mutual respect among employees of all ages. This then maximizes the potential of a multigenerational workforce.

Each generation is shaped by the predominant culture and values of its coming-of-age period. We know that the way we see the world is based on our experiences, and our experiences create bias, and these biases are often unconscious.

This understanding of our implicit bias can help inform how we navigate our relationships and create a multi-dimensional strategy that is not limited to pre-determined "age groups", but rather is intentional as we consider the whole self of individuals. It’s so important to treat each person as a unique individual and avoid bias. Your youngest, most tech-savvy employee may be filled with wisdom and have a magical touch with soft skills, while some of your oldest employees may be your fastest, wildest, and most creative thinkers. Remember—not everyone fits a generation's "mold."