How to Make the Most of Intergenerational Diversity

We have all noticed some differences between generations, from Gen Z folks to Traditionalists. These generational differences don’t just come into play in our everyday lives — they also significantly affect how we work and seek jobs in higher education. Different Generations in the Workplace, a 2022 study of more than 1,000 Americans, shares detailed data across the five generations. With more traditional roles giving way to newer, more collaborative environments, understanding and addressing intergenerational needs in the workplace is increasingly essential. In this article, we will explore how different generations approach life and work differently and discuss the implications of these choices in terms of careers within higher education.

Each generation has a different view of work and life, which means that we need to be aware of these differences when we start our careers and make sure that these differences are used in a positive way. Generational characteristics are useful for understanding how different generations view work and life in general. Jennifer J. Deal’s book “Retiring the Generation Gap: How Employees Young and Old can Find Common Ground” gives the reader foundational knowledge with many strategies to use across organizations. Though approximate, the literature and methods for classifying the generations may be different depending on the resource. However, the dates used are from a Pew Research Center study published on January 17, 2019. Other reports and organizations might also use different terminology, such as the Silent Generation for Traditionalists. The goal should be to understand the various generations and their values in order to engage and motivate them in the workplace.

The Generations

• Generation Z, or “Gen Zers,” (born between 1997 to 2012) is the first digital natives. Gen Zers have grown up with more freedom than their predecessors, allowing them to explore a broader range of interests and develop into individuals who value autonomy and have a strong work ethic. This generation has had less experience with face-to-face communication and traditional social cues. Yet, they have an unparalleled understanding of technology that can be used to their advantage in the workplace.
• Millennials are those who were born between 1981 and 1996. They have lived a comfortable life because of how far technology has come, but in their careers, they are more interested in social responsibility and making the world a better place. This generation has the most people with college degrees and is the driving force behind many of the industries we have today.
• Gen Xers (born between 1965 and 1980) bridge the gap between Boomers and Millennials, having the best of both worlds. This generation is often seen as “unsung heroes” in the workplace; they are passionate about their work but less likely to be recognized for their efforts. Gen Xers value meaningful relationships, responsibility, and a balanced lifestyle, making them invaluable team members.
• Baby Boomers, born between 1946 and 1964, have had many professional experiences throughout their lives. This generation is all about respect and loyalty, having seen the effects of multiple economic downturns throughout their lifetime. Boomers are typically more experienced in traditional business settings and tend to be set in their ways regarding how things should be done.
• The Traditional generation is made up of employees and retirees who were born between 1928 and 1945. They are also called Veterans, the Silent Generation, and the Greatest Generation. These people continue to lead and contribute to organizations or go back to work. These older Americans hold three-quarters of the nation’s wealth and are the executive leaders of some of America’s most established and influential companies. This group not only made it through the Great Depression of the 1930s, but also helped make the U.S. an economic and military power. Rules of conduct, respect for authority, and following directions are all very important touch points for this generation. Employees of the Traditional Generation are the keepers of the organization’s past and founding goals and beliefs.

Understanding How to Curate the Workplace

Once we understand these generational traits, we need to think about how they can improve the workplace. Lindsey Pollak, author of “The Remix: How to Lead and Succeed in the Multigenerational Workplace,” reminds us that Millennials are the largest generation in the workplace, and, by 2025, they will make up 75% of the U.S. workforce. One can also find Pollak’s outstanding talk on YouTube about how to leverage generational diverse perspectives to create workplaces that meet all their needs.

As a dean, I provided the opportunity for multi-generations to work together to solve challenges in their units that each had shared with me. The younger generation desired more freedom during the workday and week. They also wanted to use technology more than the older generation, who sought after a higher salary and more respect because of their time and responsibilities in the unit. As individuals retired, I asked them to work together to come up with solutions. This exercise forced them to work together on win-win strategies for both. The multigenerational team’s solutions were fair, and I followed their top recommendations. Hence, they all felt appreciated and built a new team environment of collaboration and understanding. When hiring new employees from different generations than the majority of the staff, we should keep in mind the importance of providing professional development opportunities for team building and those tailored to each generation’s interests. For example, mentoring programs or hands-on workshops that address their unique perspectives on work and life always build trust among the team.

Creating an Inclusive Workplace for Multiple Generations

Our responsibility as community members is to create an environment where everyone feels included and respected — regardless of age or background. Creating such environments means actively working to break down silos and build bridges to understand each other while providing equal career opportunities for all employees. This Society for Human Resource Management Foundation report [link removed no longer active] shares practices for creating a more powerful multigenerational workforce which goes hand in hand with strategies I learned with my team as a dean:

• Identify the true desires of the workforce. Too frequently, employers make assumptions about what employees want without talking to them. While age is certainly an important variable when it comes to intergenerational dynamics, don’t assume how any generation will act or think in the workplace. Everyone brings their own perspective and ideas that should be taken into consideration, regardless of age and generation. Understand the motivation.

• Allow for adaptability. There isn’t a universal remedy that works for all workers or generations. Employers need to be aware of what their staff members want and ready to give it to them. In essence, as stated in an Inc. magazine article, understanding what motivates various generations of workers can create an efficient and happy work environment. This covers things like projects, locations, benefits, and flexible work schedules. For example, when creating new workplace strategies and policies, it is important to consider intergenerational dynamics to ensure everyone can benefit from the changes. Ask yourself what generational perspectives need to be taken into consideration and how changes might impact each generation. Providing flexibility for lifelong learning should be woven into the ethos of the organization because, for many seasoned individuals losing relevance as they age in place is their biggest concern. Continuous learning in any format suited to the employee’s age provides an opportunity to reinvent themselves.

• Put your efforts into attracting and keeping older workers. Older workers frequently possess uncommon, valuable skills that have significant economic value. Create teams with a mix of ages and include age in the D&I strategy. Considering intergenerational differences can help create a more equitable workplace for all. Most importantly, remember that intergenerational diversity should be celebrated, not feared!

• To encourage intergenerational relationships and connections, leaders could implement a reverse mentoring initiative. Companies are pairing up younger and older employees to mentor the latter on new technologies like social media and to share knowledge about the preferences of the former when making challenging decisions about the future. This fosters intergenerational relationships and frequently leads to “mutual mentoring.”

With a bit of effort and an open-minded attitude, leaders can take advantage of the generational differences in the workplace to make it better for everyone. People from all age groups bring unique ideas and life experiences that leadership must appreciate. To create a satisfactory work environment, being flexible is essential if we are to bridge any gaps between different generations. Leaders should strive to recognize these invaluable skills when they appear so that collectively all can benefit!