Yehudi Ben Simon remembers a time when one of his Microsoft superiors pointed out how in every direction he looked, young minds were starting a tech revolution. He wondered: did that remark discount everyone over forty who also had value to offer?
He thought so.
“Executives seemed to think at a certain point the clock’s up with ingenuity,” he said. “Of course, that’s not true.”
In fact, a new report backs this up.
In July, employment agency Robert Half released a report called Examining the Multigenerational Workforce, reinforcing the benefits of multigenerational employees in a company — and how their goals differ.
The report underscored how “understanding what diverse generations want and expect in the workplace is key to creating workplace cultures that work for everyone.”
So, what do different demographics want in a workplace?
For example, flexibility of when and where to work was important for 58% of Millennial respondents, versus Gen Z, at 30%. For Gen Z, 43% of respondents said they’d quit their jobs in favour of full-time contract work. More than half (55%) of Millennials said they wanted autonomy to make their own decisions.
When it comes to employee interactions, 41% of Gen X respondents said a good relationship with colleagues was a key motivator. Support from managers ranks highest with Millennials (26%) and Gen Xers (25%).
Mentorship was an important factor for Gen Z, a demographic that “craves greater guidance, networking and mentorship than employees of other generations and, for them, missing out on those experiences is the greatest drawback of remote work.”
Age demographics also play a part in employee interest in retraining or upskilling. Pew Research Center Survey found that some 70% of workers are open to retraining or upgrading on the job. Specifically, those 18-24 said that learning new skills was more desired than paid vacation time. Between ages 21-50, roughly 70% of respondents said retraining/mentorship was crucial for their careers and interests. But between ages 51-60, that number dips to 59%, and for those over 60, at 47%. The numbers indicate new learning was wanted, though with lesser emphasis for Gen X and older.
The idea of levelling-up learning on the job was reinforced in a February 2023 article by Chantal Brine in Women of Influence. She wrote of the importance of formalized mentorship across different generations, an idea that fosters professional development, increased loyalty, and collaboration.
“This cross-generational camaraderie often results in stronger workplace bonds, and increased job satisfaction, ultimately reducing turnover rates,” she wrote. “Mentorship can be the valuable solution that supports the preservation of knowledge, promotes learning, and builds employee connections to the organization and to fellow employees.”
In other words, seasoned professionals can mentor younger colleagues, passing down industry-specific knowledge, soft skills, and institutional wisdom. Conversely, younger employees can introduce their older peers to the latest technological advancements.
Added tech advisor Yuri Kruman: “No generation has a monopoly on wisdom, even and especially in a youth-obsessed industry like tech. Experience generally comes with age, and any business functions best with a mix of youthful energy and gray-haired temperance.”
Managing workstyles
Kruman, CEO of HR, Talent & Systems Consulting based in Haifa, Israel, has consulted and spoken at Google, Columbia University, and the University of Pennsylvania. He is the author of What Millennials Really Want From Work and Life.
One of the main challenges for managers of different generations, he said, includes accounting for different work styles.
“In my experience working in tech across various roles and departments, I’ve seen lots of problems arise from youthful exuberance run unchecked, just as much as I’ve seen what happens when ‘business as usual’ prevents moving quickly and building or breaking things.”
When he managed multiple generations on an HR team as a chief HR officer, he said he found it “super important to help people really understand each other well to increase understanding and trust between them.”
Fred Rutman, former professor at Toronto colleges Sheridan, Seneca, and George Brown said it’s important to know that younger generations tend to be eager to prove themselves. “They bring a renewed energy and optimism to the workforce. They might not have the exact skills required, or programming and project management, but they bring a much-needed energy and revitalization.”
“Companies always need new perspectives,” said Rutman, who has taught a variety of finance, corporate communications, and marketing courses
On the other hand, there are advantages to the older set in the workforce, he said. “They know how to get a project done. They don’t panic under pressure. They know how to do work-arounds. If we can’t get this resource, who do we go to as an alternate? Who do I know that can help me with this problem? It’s an experience thing [that] you don’t have in your first few years on the job.”
Taking action
Meanwhile, Meaghan Whitney, Chief People Officer at safety technology provider Blackline Safety said that she’s seen the tangible positive difference that various age groups working together can make.
“Multigenerational workforces are particularly important in tech,” she explains. “We did not arrive at our current technological state out of the blue. Generations of innovation, thought, and development have brought us to where we are today.”
She was quick to point out, however, that the company doesn’t concern itself with any preconceived traits of any particular age bracket.
“By focusing on people as individuals rather than lumping them together as a generation associated with a set of stereotypes, we meet people where they are in their career and life journeys.”
To help make all voices feel heard and valued, the company has regular team-building events, and town halls, to encourage employee engagement, she added.
In today’s dynamic and diverse job market, intergenerational collaboration brings numerous benefits to organizations and employees. It is vital for driving innovation, sharing knowledge, and building a cohesive, dynamic, and inclusive work environment. Embracing generational diversity is not just a matter of smart business strategy — it’s key to a more adaptive future.
How to manage a multigenerational workplace: 5 actionable steps for managers
Managing a multigenerational workplace can be a rewarding but challenging task. Different generations offer their own perspectives, values, and work styles. Here are 5 actionable points to help you effectively manage a multigenerational workforce:
- Foster inclusive communication
Ensure open communication that accommodates various preferences, such as in-person meetings, emails, instant messaging, or video conferences. While the pandemic shifted employees to Zoom or Skype meetings — many permanently — some of the older generation still prefer face to face.
- Promote mentorship programs and cross-generational collaboration
Implement mentorship programs where older employees can share their wisdom with younger workers, who, in turn, can provide fresh insights and solutions. Cross-functional teams can mix generations, promoting collaboration and knowledge-sharing across age groups.
- Flexibility in work arrangements
Remote work, hybrid, or flexible hours allow, for example, those with children to do the school pick-up/drop-off, caretakers of parents to better manage their responsibilities, and/or other workers to complete professional development courses.
- Embrace technology
Invest in up-to-date technology and provide training to bridge the digital divide, and help older employees adapt to newer tools and systems.
- Flexibility in benefits
Offer a range of benefits that cater to different life stages, such as childcare support, retirement planning, or wellness programs.
