With advancements in healthcare allowing older employees to put off retirement while Generation Z ages into the workforce, HR leaders are now seeing their workplace attempt to integrate five generations of employees: traditionalists, baby boomers, Generation X, millennials, and Generation Z. While this may seem like an impossible task, leaders who successfully manage their multigenerational workforce will reap significant benefits. In fact, a survey from AARP revealed that 83% of leaders see it as a critical factor in their company’s success. When looking at international data, their reasoning is understandable. According to Promoting an Age-Inclusive Workforce: Living, Learning and Earning Longer, age diversity is actually linked to an increase in productivity. Not only does the research show older workers are just as productive (and sometimes more productive) than “prime-age employees”, but productivity also increases overall when team members are of different ages.
However, managing a multigenerational workforce is easier said than done. Due to each generation being raised on unique cultural values, they all have different needs and expectations for their workplace that can ultimately clash with one another. Unfortunately, the data also reflects this issue. In the 2020 Deloitte Global Human Capital Trends Report, only 6% of respondents strongly agreed that their leaders were well-equipped to effectively lead a multigenerational workforce.
As many companies struggle to manage various expectations, HR leaders are left with the task of finding the middle ground where employees of different age groups can work together. But to know which strategy will benefit their employees, leaders must first identify what challenges are present due to generational differences.
Here are three issues to look out for when analyzing how generational gaps affect employees followed by strategies to combat them:
- Perceptions of Work Ethic: Each generation has its own way of showing dedication to their work. Generally, older generations will see working overtime as a sign that employees are committed while colleagues who leave the office before 5:00 p.m. are irresponsible. On the other hand, younger generations place more value on flexibility and a healthy work-life balance. They may leave the office early to continue working remotely from home while viewing colleagues who work late as having unhealthy expectations for employees.
Recognize Different Work Styles: Help managers become aware of how different generations show their commitment to the job. Encourage them to acknowledge various examples of employee dedication to show multiple work styles are welcome and appreciated. - Discomfort Around Leadership: Now that over one-third of the US workforce is made up of millennials, it has become more common for some employees to be older than their managers. This shift is not without its challenges as a 2023 study reveals 81% of respondents noted discomfort when working under a younger supervisor. These older employees may have more work experience and will therefore carry suspicions about their younger supervisor’s skill levels and how much they can contribute to the team as a leader.
Train Management to Build Rapport and Invite Honest Feedback: Emphasize to younger managers the importance of building a rapport with older employees and supporting their well-being. Older employees may have different needs when it comes to advancing their careers and skillsets, so younger supervisors should get to know their goals and ask for feedback on how they are serving them as leaders. Advocate for reverse-mentoring programs to ensure older employees continue to evolve under younger leadership. - Generational Stereotypes: Unfortunately, the different generations carry negative stereotypes about each other that will cause tension in the workplace if not addressed. Comments such as “okay, boomer” or calling younger generations “entitled” are just a couple of examples of how harmful assumptions can manifest. Older workers may also see the younger generation as lazy while younger workers may see the older generation as incapable of learning new technical skills.
Encourage Collaboration: One of the best ways to dismantle harmful stereotypes is to help people of differing backgrounds get to know each other. When team projects are assigned, urge employees to work with colleagues of varying ages. This will give more opportunities for employees to learn about their differences and come to a compromise on the work style that will benefit all involved. As the relationship between generations improves, collaboration will be more efficient and even foster a productive setting for knowledge transfers.
While it may be challenging to bridge the generational gaps between employees, HR leaders who stay committed to the cause will undoubtedly see the long-term benefits. With increases in productivity, collaboration, and transferring of knowledge between colleagues, companies only stand to gain when the different generations dismantle ageist rhetoric to work together toward a common goal.
