Engaging With Employees In A Multi-Generational Workplace
There has been a major change in the modern workplace in the last decade. Gone are the cubicles and fluorescent lights, dark corners, and all-grey walls. The modern workplace is centred around boosting creativity, collaboration, and innovation among employees. The other key marker for the workplace today is that there are four distinct and wildly different age groups working together. Baby Boomers (born 1946-1964), Generation X (born 1965-1980), Millennials (or Generation Y, born 1981-2000), and Generation Z (born 2001-2020), are all coexisting as colleagues. What does that mean for organisations and how do we foster not just peaceful coexistence but an environment of camaraderie and engagement for all?
The answer lies in understanding the needs and aspirations of these different generations and creating a workplace where every voice is heard and valued. We took a step in that last year with the launch of the BCW ‘Expectations at Work’ study, where a total of 13,488 employees of large companies (with 500+ employees) across 15 countries were surveyed. The report threw light on the intricate interplay between generational dynamics and employee engagement.
Understanding the multi-generational workforce
Each generation must be seen for the nuances it comes with. The hopes and aspirations of different generations can vary vastly. Gen Z employees value nearly all components of workplace culture and leadership higher than the salary they are paid, which ranks 25th out of 62 (45% saying it is very important), while Baby Boomers rate pay and benefits above almost all culture and leadership attributes, with salary ranking second (49%) only to job security (52%). Millennials rate a safe, comfortable workplace as their top expectation (65%), whereas workplace culture drivers top the list for most generations in the Indian workforce – Baby Boomers (visible, effective leaders – 61%), Generation X (taking a stand on the issues that matter – 55%), and Generation Z (open, honest internal communication – 68%). Communication and engagement initiatives must reflect these expectations. This ensures that employees across age groups feel a deep sense of connection to their work and organisation.
Appreciating diversity
Traditionally, employee engagement strategies have followed a one-size-fits-all approach. Today, personalised approaches are key to engaging different generations effectively. Conversations around diversity abound today, but most of them centre around race, gender, and sexual orientation, and to some extent on physical or mental abilities. Diversity of age must receive the same focus, especially because it brings a rich tapestry of experiences and abilities. Baby Boomers bring decades of experience and wisdom, Gen Xers embody resilience and adaptability, Millennials are tech-savvy and purpose-driven, while Gen Z is the vanguard of digital natives. Each of them, therefore, add to the organisation’s width and depth of expertise.
Aligning to a purpose
One of the ways to bring the generations together and run a common thread through them is to align them to the organisation’s purpose. This is a company’s reason for existence, its ‘why’. Communicating this purpose, telling employees how their work contributes to bringing that purpose alive and the impact it has on the company’s stakeholders is a powerful way to make employees feel like what they do matters. It also helps to motivate them to do more and do better.
The role of leadership
Leadership forms the cornerstone of success in multi-generational workplaces. Leaders must demonstrate adaptability and open-mindedness (Open and honest communication by leaders ranks 5th (48%), rising to 2nd (50%) for Generation Z). Leadership must also take the helm to close the gap between the growing expectations versus the ground reality to effectively manage the employee expectations. In the same vein, it’s not just the employees’ expectations of leaders that are shifting but vice versa too. In the search for improved collaboration, increased performance, or creating a more cohesive workplace culture, leaders are relying on their employees and considering these factors as part of their overall business strategy.
The Expectations at Work study goes on to reveal what the different generations expect of line managers, with Generation Z employees saying they value softer skills like support and empathy, ranking 11 places higher for Generation Z than others. Whereas Millennials, prefer managers who recognise them and provide growth opportunities. For Generation X and Baby Boomers, trust and fairness in decision-making top their expectations of line managers.
Future trends
By taking just a glimpse into the evolving landscape of employee engagement, the future of employee engagement in multi-generational workplaces promises exciting developments. Not only the leadership but employees we must also remain agile and responsive to these changes. By staying attuned to these trends, organisations can position themselves for success in an ever-changing world.
