How To Effectively Manage People In A Multigenerational Workforce

Generation gap issues are a dime a dozen. In the family, you may find yourself arguing with your older relatives because of a difference in opinion. However, nowadays, these arguments are also common in the workplace. 

Multigenerational workforces are nothing new, partly because of healthier lifestyles and prolonged retirement among older individuals. According to the Harvard Business Review, this is the first time in modern history that there are five generations in the workforce.  

To be an effective leader, one must be inclusive and manage a diverse team, including one with different age groups. According to JobStreet's report “Decoding the Digital Talent Challenge,” the workforce today places a lot of importance on diversity and inclusion. Half of the digital talent pool surveyed would not pursue companies whose beliefs in D&I do not match their own. 

While the idea of working with people of different backgrounds and ages may be daunting, it's not impossible. Leadership expert Rob Kaiser writes that the best leaders are the versatile kind – the ones who can cope with change and deal with competing priorities. Working with a multigenerational team may test your versatility. However, once accomplished, it can lead to a worthwhile outcome. 

Below is a primer on the multigenerational team and how you can successfully manage them in the workplace.

Different events and experiences influence each generation and affect how they view their purpose in the workplace. While these descriptors can help managers know what they’re dealing with, it is best to avoid relying on generalisations when dealing with your team. A good leader will empathise instead of judging the individual based on their age.

• The Silent Generation (born 1925 to 1945): The silent generation grew up amidst war's unrest. They are typically conservative and careful and have a “waste not, want not” attitude. This background can translate into being very practical thinkers in the workplace. 

• Baby Boomers (born 1946 to 1964): Boomers, who came to the world after the war, are more free-spirited than the silent generation. However, they are also known to be averse to change. While they welcome promotions, they’re more concerned with job security than getting a new role. 

• Gen X (born 1965 to 1980): Gen Xers, the first generation comfortable with technology, are independent workers who value flexibility. At this stage in their life and career (mostly young parents in mid-management or upper-management level roles), they want the work-life balance to spend more time with their family.

• Gen Y (born 1981 to 2000): Also known as Millennials, Gen Y is in a period of big life changes, looking to develop their career as they manage work-life balance. According to our Laws of Attraction report on the Multigenerational Workplace, with 40% of this group at a junior level of employment, they are highly motivated by promotion opportunities.

• Gen Z (born 2001 to 2020): Gen Z’s are the most technologically savvy out of all the generations, and they thrive on acceleration – receiving and absorbing information at the speed of light. In Singapore, Gen Z’s are focused on broadening their horizons and skillsets. They are willing to trade off salary and compensation to a certain degree, prioritizing career development and working in a company with a strong, dynamic and inclusive culture.

You’re dealing with a team of individuals from different backgrounds, so you should expect people management to be a challenge. An effective leader has to be aware of the potential difficulties that they may encounter in a multigenerational team. The Academy to Innovate HR has outlined the following challenges:

People of different ages have varying communication styles they prefer. Some may appreciate the personal connection of an in-person meeting or phone call, while others prefer the immediacy of an email. There is no “correct” communication medium, as it depends entirely on what you’re comfortable using. 

Because you have built-in generalisations about each generation, the temptation to create negative stereotypes can be great. Ageism or bias based on a person’s age is very much present in the workplace and can prevent individuals from being successful and productive at work. 

Because each generation is in a different stage in life, it is unsurprising that they have different perspectives on what they want in a job. Compensation expectations, working style, learning needs and performance evaluation will vary in every individual. 

But while managing a diverse team can be difficult, the result – a fully functional, harmonious group – is worth the effort. Some benefits to having a multigenerational workforce, according to MyCareersFuture, include:

Learning from each other’s different insights can help create a rich pool of knowledge and generate better ideas. Combining every generation’s experience and learnings can help a team improve processes and innovate in the workplace. 

Having every individual’s strengths nurtured and cultivated at work leads to a “future-ready workforce” for your company. This helps them reduce hiring costs – everyone they need is already here. The company can refocus their resources on training and opportunities for internal promotions, instead. 

Having a diverse team can also create an effective mentoring culture. Experienced team members can advise on career development, while younger ones can share thoughts on trends and technology. It benefits your hiring abilities, too – when job seekers find that you have an inclusive environment that learns from everyone’s ideas, they might feel more encouraged to apply to your company. 

To achieve a harmonious, multigenerational team, a good leader must be open and empathic to their team’s needs and teach his team to do so, as well. 

Professor Megan Gerhardt, author of Gentelligence: The Revolutionary Approach to Leading an Intergenerational Workforce, says that by assigning negative stereotypes to a specific group, you "imply that their values, beliefs and goals are fundamentally flawed.” Instead, try to understand where your team members are coming from. Learn how this can influence their behaviour at work.

You have to be straightforward with what you need and why you need it. Don’t assume that your team can easily understand your working style, especially because you all have different preferences. The leader’s job is to help the team find ways to communicate better. 

According to the Harvard Business Review, the most challenging task for a manager of a multigenerational team will involve respecting the boundaries of every individual while also upholding your own. It’s a tricky balancing act to listen to everyone’s beliefs, especially when you may not agree with all of them. The important thing is that you set an open culture where everyone can speak and is willing to share their thoughts. A good leader should be able to provide opportunities to have these discussions.

In our Laws of Attraction report, we found that Singaporean candidates value knowledge and the opportunity to grow their skill set, even when they’re nearing retirement. Training your team keeps them motivated about the job because they feel like they're valued, and that they are still a contributing part of your workforce. 

Check out our Career Resources page for more tips on how you can be a more effective member or leader of your team in the workplace. It also offers expert insights and advice that could help you on your career journey.