Engaging a Multigenerational Workforce

Leaders and organizations are working to engage employees, especially the rising generation of workers. This resource outlines some of the salient issues and ideas for leaders.

Change is happening to everyone

Workplaces aren’t just changing because of generational differences. Many significant changes are happening for workers of all ages:

• Technology (including AI) expands the possibilities of how, when, and where we work 

• The impact of rising costs and economic uncertainty on employees’ sense of security

• A shift where many workers are placing more value on work-life balance

Research vs. Popular Narratives

Research about generational differences helps us differentiate between what we really know and popular narratives that may exaggerate and reinforce unproductive stereotypes. A 2024 meta-analysis of the current research revealed few meaningful differences among generations on a variety of outcomes (1). These researchers encourage leaders to examine the source of generalizations about generations and to look for better explanations for differences among workers, such as variation in life stage or a simple difference in individual preferences. 

Effective practices for engaging workers across generations

With social narratives being exaggerated and ever more divisive, here are a few tips for leaders to engage their workforce effectively across generations:

• Avoid comparing. Comparing generations is rarely productive, especially when it is done with a critical tone. It devolves into biased generalizations, blaming and name-calling. Leaders can lead by example and steer their teams away from divisive talk. Instead of comparing, focus on what you know and how that information can be helpful. For example, a Deloitte survey found that only 6% of Gen Z workers said their primary goal was to reach a leadership position. Also, learning and development was one of the top three reasons they were choosing to work for their current employer (2). A savvy employer might use this information, paired with individualized plans, to create early growth paths that reflect what employees are looking for in their professional life.

• Focus on the individual. There is likely more variance between individuals than there is between whole generations. By exploring individual interests, needs, and goals, leaders can understand their workforce across all generations. One employee may be more motivated by opportunities to learn new skills, while another may care more about opportunities to make a difference in the community. Regular conversations between people-leaders and employees are an essential part of engaging each individual.

• Mutually beneficial learning and development. Individuals have a vision for their life just like an organization has a vision for its future. Workers want opportunities to grow their skillset for diverse reasons, including increased compensation, professional interest, or the pleasure of learning new things.  Look for overlap between the skills and knowledge individuals want to obtain and what the organization needs and support development in these areas. Consider investing in cross training. This can help eliminate single points of failure, promote collaboration, and allow people to cover for each other so employees can utilize time off and prevent burnout.

• Give productive feedback (and give feedback productively). People across all generations benefit from positive feedback and constructive critical feedback. Avoid attributing critical feedback to age or generation. Instead, focus the feedback on the individual. For critical feedback, it can help to follow a feedback model, such as the Situation/Behavior/Impact model (SBI). This helps us focus on productive elements instead of characterizations. Hearing “You’re so entitled” or “You’re just set in your ways” rarely gets a person to take more responsibility or be more flexible.

• People leaders, not just task managers. Support the development of excellent people leadership skills for those in leadership roles. Make relevant leadership development part of your strategy to help all leaders to engage effectively with employees. Good leaders with the right skills and attitudes will help your organization develop a cohesive culture that leverages the best people have to offer across generations. 

(1) Ravid, Costanza, and Romero (2024). Generational differences at work? A meta-analysis and qualitative investigation. Journal of Organizational Behavior, 46(1), 43-65. https://doi.org/10.1002/job.2827

(2) 2025 Gen Z and Millennial Survey. https://www.deloitte.com/global/en/issues/work/genz-millennial-survey.html