How businesses can harness the potential of an intergenerational workforce

In a time when a multigenerational workforce (up to five generations in the workforce for the first time in history) is becoming increasingly common, businesses find themselves at a historic juncture. For the first time in history, it is possible to have up to five different generations working side by side: veterans, baby boomers, generation X and millennials, and now even generation Z is making an entry into the workforce.

Each generation brings a unique set of values, communication styles and work ethics, all shaped by the societal and technological landscapes that prevailed during their formative years.

For business leaders and owners, navigating these different generations with their own ideas, values and even preferred ways of communicating can be ‘tricky’, and the key part is knowing how to communicate and inspire each of the generations. The five workplace generations can be broadly defined, though these definitions rely on a few generalisations and so they don’t apply to individual circumstances:

• Veterans (born up to 1945): This generation typically had one job (a ‘job for life’) and their learning was through education and on-the-job training. Veterans add another layer of richness to the workplace tapestry with their discipline, leadership skills and unique perspectives.
• Baby boomers (born 1946–64): This generation saw significant changes in society and were open to lifelong learning and adapting to new technologies. They typically have one to two jobs during the course of their career.
• Generation X (born 1965–80): This generation saw the technological advances of personal computing and the advent of the internet, and is the first generation to learn through self-help books. They often move between jobs and industries and understand the concept of continual learning.
• Millennials (born 1981–96): This generation grew up in the digital age and willingly adapted to technology. They value continuous learning and seek personal development opportunities. They are more likely to change jobs and industries multiple times in their careers.
• Generation Z (born 1997–2012): This generation prioritises digital learning platforms. They prefer online resources like videos, apps, interactive games and ebooks for acquiring new information or skills. They lean towards self-directed learning on platforms such as YouTube, Coursera and Khan Academy where knowledge is on-demand and self-paced.

To cultivate an effective intergenerational workplace culture, businesses must create an environment of mutual respect where different generations appreciate and leverage their distinct strengths.

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Clear communication approaches, diverse team structures, and tailored training programs are essential. Business leaders and owners must be inclusive and adept at bridging generational divides, promoting programs such as cross-generational mentoring to facilitate bidirectional learning.

Flexible work arrangements and personalised recognition can meet the diverse needs and motivational drivers of each age group. Above all, a culture that offers continual feedback and values each individual’s contributions is crucial for fostering unity and ensuring all employees, regardless of age, feel valued and engaged in their work. The key is that everyone in the workplace is willing to continue to learn and upgrade their learning, much as you would update your business’s computer or phone hardware or software.

As business leaders and owners, we need to know how to ‘tap into’ the mindset of the different generations to keep each generation engaged. As your business navigates change, your people in different generations can be agile to do the same. Business leaders and owners can optimise their intergenerational workforce in three main ways:

• Promote cross-generational learning: Encourage people from different generations to share their knowledge and expertise. Create opportunities where younger generations can learn from the experiences of older generations and vice versa. Foster an environment of mutual respect and a willingness to learn from one another.
• Offer flexible training and development: Offer a range of training and development programs that cater to different generations. This would include face-to-face training as well as online training.
• Provide regular feedback: Implement a feedback system that allows people to provide input on their learning and growth needs. This feedback can be used to change training and development initiatives to better serve people of all generations.

Harnessing the collective potential of a multigenerational workforce is not only essential for diversity and inclusion but also for innovation, productivity and adaptability. Each generation brings a set of unique skills, perspectives and experiences to the table.

This article is an edited extract from the book Getting Your People to Step Up (Wiley $32.95) by Shivani Gupta.

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