Nine out of 10 professionals believe having a multigenerational workforce contributes to the success of a business, a recent LinkedIn study revealed. Despite this, managers in APAC are currently facing challenges around effectively managing age-diverse groups.
Managing a multigenerational team in today’s talent landscape involves addressing employee burnout, the complexities of remote work and ways to keep all employees engaged and inspired. Organizations making a conscious effort to address this and actively bringing groups together will have more efficient, happier and productive workforces.
We’ve recently launched a survey to better understand the challenges workers in Asia face as it pertains to age differences in the workforce. As we await the results, we’ve compiled some qualitative insights from HR leaders across APAC about how to overcome some of the commonly quoted challenges facing today's multigenerational workforces.
Here are four major differences between employees across generations:
It’s crucial to be mindful of the varying priorities of every generation as employees and people. Each comes with distinct values and perspectives shaped by their experiences. For example, Baby Boomers often strive for job security, Millennials tend to pursue career progression and Gen X prioritises work-life harmony and financial security. For Gen Z, achieving a healthy work-life balance is a top priority. They value flexibility and most often prefer remote or hybrid work options.
Recognising that everyone is in different phases in their career journey and life stages, matters. Having knowledge in place helps, but getting to know people on a personal level to truly learn their working styles and what their ultimate career and personal goals are is key.
Much like day-to-day priorities, communication preferences vary widely between generations, too. Typically, older generations want their younger counterparts to put down their phones and place a higher value on in-person communication and collaboration. And younger generations are asking for efficiency and flexibility in communication by leveraging technology, like instant messaging and video calls. But these are stereotypes. All these communication methods are available to us, so understand the personal preferences of communication style for those you work with on a regular basis.
Because of these differing preferences, it’s important as a leader to be flexible on how and where you meet with employees when collaborating.
To ensure employees from different generations can meet their role requirements, it’s essential to provide them with the necessary training, development and mentorship. Baby Boomers often prefer structured and formal learning environments. They may appreciate traditional classroom-style training, workshops and seminars.
Gen X tends to value autonomy and self-directed learning. They appreciate having the freedom to choose how they acquire new skills and knowledge, whether through online courses, books or hands-on experiences. Gen Z values continuous learning and development. They tend to prefer online courses, webinars, and short, engaging educational content. Providing them with opportunities for skill-building and growth is essential for retaining and motivating them.
Read more: The dos and don'ts of talent mobility
Despite the different preferences, encouraging partnerships between employees across generations gives them an opportunity to learn from each other. This can bridge generational differences through sharing stories and exchanging tips and tricks for how they learn. It’s interpersonal relationships that are the foundation of having a united workforce across departments and generations.
It’s challenging to ensure all employees feel their needs are being met regarding work-life balance, wellness initiatives and mental health. Having an openness to understanding what people prefer and why (such as life stage and caretaking responsibilities) goes a long way.
For example, Gen X typically seek job stability and professional development opportunities, Millennials desire job satisfaction and flexible working hours, while Baby Boomers desire purpose and loyalty from their employers.
Read more: Strategic workforce planning: 4 questions to elevate the talent function
Gen Z may have different expectations of leadership. They value leaders who are approachable, transparent and open to input from all levels of the organisation. They may not respond as well to traditional hierarchical leadership styles.
Organisations can build a more unified, respectful and efficient atmosphere by recognising and appreciating age diversity in the workplace. While it can be stressful to navigate, having a fresh perspective to constantly learn and grow builds a solid foundation for a healthy, happy working environment. This also leads to improved business results and innovation.
The next blog post in this series will showcase our findings from the recent survey, as well as ways you can apply this information in your 2024 business plans for your multigenerational workforce to flourish.