Unlocking Multigenerational Success: HR Leaders Share Solutions
Today’s workforce spans generations, from Baby Boomers to Gen Z, each bringing unique perspectives, work styles, and expectations.
Managing and engaging this diverse mix is a complex task for HR and business leaders, with challenges ranging from communication gaps to conflicting priorities.
To uncover actionable insights, we asked a panel of seasoned HR professionals and business leaders:
“What is one challenge associated with managing and engaging a multigenerational workforce, and what’s one way to address it?”
In this article, their responses reveal practical strategies and fresh approaches to bridge generational divides, foster collaboration, and create a thriving workplace where every generation feels valued and motivated.
Read on!
Kraig Kleeman
Founder, CEO, The New Workforce
Kraig Kleeman
One significant obstacle in overseeing a multigenerational workforce is the varying communication preferences. Younger generations tend to prefer fast, digital communication, whereas older generations favor more conventional methods such as emails or face-to-face discussions.
To tackle this, I suggest promoting cross-generational mentorship. Based on my experience, when employees of various generations collaborate closely, they become accustomed to each other’s styles. It’s an excellent means of closing the gap, improving teamwork, and fostering innovation—something I’ve witnessed directly as my businesses have expanded.
Diego Lopez
HR Administrator, Excel Engineering
Diego Lopez
One significant challenge in managing and engaging a multigenerational workforce is effective knowledge transfer and collaboration between different age groups.
Our younger employees often bring fresh perspectives and technological proficiency, while our more seasoned employees bring invaluable industry experience and institutional knowledge. These differences can sometimes lead to communication barriers.
To address this challenge, at Excel Engineering we’ve implemented a mentorship and phased retirement program. This program allows retiring employees to gradually transition out of their roles while working side-by-side with and mentoring younger colleagues, documenting their knowledge and processes.
This careful (and often many months-long) approach not only ensures that valuable company expertise is retained but also fosters a culture of continuous learning and collaboration.
By encouraging intergenerational knowledge sharing, we find we get the benefits and strengths of each generation, creating a more dynamic and innovative work culture and outcome.
It’s interesting to note that one of Excel’s core strategies since its founding 30+ years ago has been to build a sustainable and knowledgeable team by hiring retirees in their 60s, 70s, and 80s.
This approach not only bridges the talent gap (with the Bureau of Labor Statistics projecting ~140,000 annual job openings for engineers due to growth and retirement) but also highlights a recent Bain & Company report that underscores the critical role older workers (50+) will play in a shifting global economy.
David Case
President, Advastar Group
David Case
One of the biggest challenges of managing a multigenerational workforce is the fact that employees expectations and priorities for the workplace and their career change depending on their age and where they are in their life. This can impact everything from how the team communicates to the values and culture you promote in your workplace to the types of professional development and employee benefits that it makes the most sense for you to offer.
I see this as being the biggest challenge for relatively small businesses. Larger companies may be able to both afford and justify offering a variety of options for things like continuing education or employee benefit coverage, allowing them to meet the needs of individuals from multiple generations at once. That may not be feasible for a smaller organization, however, especially if the generations aren’t equally represented in the workplace.
The best solution I can offer is to go beyond the generational divides and instead focus on the specific individual needs of your team. Conduct a survey to find out what your current team likes and doesn’t like about your work environment, internal communication systems, and the benefits or learning opportunities you offer. You still may not be able to please everyone, but by basing these decisions on the real-world needs of your employees rather than generalizations based on generations, you can at least be sure you’re directly addressing the needs of as much of your team as you’re able.
Jennifer Mihajlov
EVP – North America, Qualee
Jennifer Mihajlov
One significant challenge in managing a multigenerational workforce is aligning communication preferences. For example, Baby Boomers may prefer face-to-face interactions, while Millennials and Gen Z often lean toward digital platforms. This divergence can hinder collaboration and create friction.
Qualee helps bridge this gap by providing a centralized platform for communication and engagement. It enables organizations to deliver important updates via multiple channels, including mobile-friendly formats that cater to tech-savvy generations while remaining accessible to those who prefer simplicity. Additionally, its customizable workflows allow leaders to tailor messages based on audience preferences, ensuring everyone stays informed and connected.
By leveraging Qualee’s inclusive communication tools, organizations can create a seamless flow of information that respects diverse preferences, promoting a cohesive and productive work environment.
Kristen V. Carter
As a television showrunner and CEO of a boutique production company Kristen V. Carter Entertainment LLC, I run multigenerational production teams anywhere from 5-150 people with a variety of experiences and skill sets.
One specific challenge that I encounter with overseeing a multigenerational workforce is ensuring that everyone on my team can access and understand the same types of systems. Whether that is a technological system or organizational system, it is imperative that every person on the team have a similar level of confidence as it comes to the programs that we use and the materials through which we complete tasks.
It is my job to ensure that everyone grows in their comfortability as they adjust to the workflow that works best for the collective team. It is important that everyone feels that they can contribute and receive clarity and affirmation throughout the production process.
Ali Zane
A pressing issue in managing a multigenerational workforce is the stark contrast in attitudes toward work-life balance. Baby Boomers and Gen X often prioritize job security and traditional career growth, viewing long hours as a badge of commitment. Conversely, Millennials and Gen Z emphasize flexibility, prioritizing remote work, mental health, and personal time.
These divergent priorities can create friction in team dynamics, with older employees perceiving younger colleagues as less dedicated and younger employees seeing older peers as workaholics.
The key is implementing a dynamic work environment that caters to diverse needs. Offer options like compressed workweeks for those who value traditional schedules alongside remote or hybrid models for flexibility seekers. Introduce robust wellness programs encouraging employees across generations to unplug, such as company-wide mental health days or mindfulness initiatives.
Additionally, transparent conversations about productivity rather than “hours worked” can bridge the gap. Equip teams with productivity tools like Asana or Notion that focus on deliverables rather than time logs, fostering mutual respect for different working styles.
Ryan Farley
I’d say differing communication styles can be one of the biggest challenges when it comes to managing a multigenerational workforce. This is something that’s been a bit of a learning process for me.
Prior to the last few years, I’ve had the most experience with managing teams consisting mostly of Gen X and millennials, but these differences in communication preferences and styles have become especially evident as more Gen Z individuals join professional roles.
For instance, I’ve found that Gen Z is incredibly direct in a way that can sometimes feel unprofessional, but can actually be helpful when it comes to understanding your employee engagement and expectations. Millennials tend to need more reassurance in my experience, while Gen X tends to be more independent.
Josh Qian
COO and Co-Founder, Best Online Cabinets
Josh Qian
One common challenge in managing a multigenerational workforce is differing technological proficiency. Younger employees often embrace new technologies quickly, while older generations may be more hesitant or require additional training. The disparity can lead to frustration and inefficiencies in collaboration.
We can implement a mentorship program focused on technology skills to address this. Pairing tech-savvy younger employees with those who may need more support can create a collaborative learning environment. Regular training sessions catering to varying skill levels can empower all employees to become more comfortable with the tools we use.
We foster an atmosphere where learning is encouraged and supported to enhance overall productivity and ensure everyone feels confident utilizing the latest technology to streamline our processes.
Patty Pavia
People Operations Manager, biöm
Patty Pavia
One challenge of managing a multigenerational workforce is balancing communication preferences. For instance, younger team members often prefer quick, digital communication like chat apps, while older employees might value face-to-face meetings or phone calls. This difference can sometimes lead to misunderstandings or frustration.
To address this, we created a flexible communication policy that embraces both styles. For team updates, we use a mix of tools: sending concise messages via chat apps and scheduling periodic in-person or virtual meetings for deeper discussions. This hybrid approach ensures everyone feels included and respected, regardless of their preferences.
Melody Allameh
HR Benefits and Wellness Manager, Dudek
Melody Allameh
We must shift our perspective on the challenge of managing and engaging a multigenerational workforce and view it as an opportunity. Addressing the diverse demographic needs of our employees is a priority.
Different generations bring distinct needs, from continuous learning to workplace fulfillment and maintaining a balanced lifestyle. As the HR Benefits and Wellness Manager at Dudek, I am dedicated to addressing these focus areas in relation to employee well-being.
Organizations should embrace a holistic approach to employee well-being that considers the unique needs of each generation. By implementing comprehensive wellness programs that prioritize total well-being—not just physical or mental health—employers can foster an inclusive environment that supports all employees.
Overall happiness and productivity stem from a balance of multiple factors, rather than one dimension of life. Additionally, consistently gathering employee feedback to understand their evolving needs and adjusting wellness initiatives accordingly will help foster a culture of engagement across a multigenerational workforce.
The HR Spotlight team thanks these industry leaders for offering their expertise and experience and sharing these insights.
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