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The modern workplace now spans six distinct generations, all shaped by varying generational attitudes. From the Silent Generation (the majority of whom have now entered retirement) to Gen Z and the emerging workforce of Gen Alpha entering their first part-time jobs (born from 2010 onwards)*, businesses today face the unique challenge of managing employees with vastly different expectations, values and work styles. As companies navigate this complexity, they must adapt their approaches to communication, leadership, recruitment and retention to meet the needs of all generations. This report draws on insights from a Tiger Recruitment roundtable discussion on managing a six-generation workforce. The event brought together senior managers and HR professionals from various industries to share their challenges and strategies for fostering intergenerational collaboration. Supplemented by global research, this paper outlines key themes and offers actionable steps for organisations to navigate this multigenerational workforce.
* These are not official generations, and birth dates may vary between sources.
Each generation has been shaped by the societal and technological shifts across their lifetime, leading to distinct workplace preferences and behaviours. Understanding these differences first is critical for managing expectations.
Often viewed as traditionalists, these cohorts tend to value loyalty, structure, stability and face-to-face communication. These generations may be less accustomed to salary transparency and are not as overt in revealing if they’re unhappy at work.
While Gen Xers (born 1965-1980) are known for their independence and work-life balance, Millennials (born 1981-1996) are often seen as more collaborative and value-driven, prioritising purpose and flexibility in their roles. Millennials, in particular, have influenced workplace norms by driving forward initiatives to improve technological integration and diversity, equity and inclusion (DEI).
As digital natives, Gen Z (born 1997-2010) and Gen Alpha (born 2010 onwards) have grown up in a fully connected world. They expect seamless technology integration, flexibility and meaningful work. Gen Z values autonomy and are known for their desire for regular feedback and professional development opportunities. Having an awareness of these generational characteristics allows businesses to adapt their leadership styles, communication approaches and workplace policies to meet the diverse needs of their workforce. For instance, while younger generations might expect flexible working arrangements and quick responses through digital channels, older generations may prefer in-person meetings and more formal communication styles.
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“When we have a multigenerational team, we’ve got such a diverse range of knowledge and experience.” – Roundtable attendee
One of the key challenges in a multigenerational workplace is communication. Different generations have varying preferences for how they receive and share information, which can lead to misunderstandings if not managed effectively. While there are some general trends in preferences across age groups, individuals will have their own personal communication style.
In general, the Silent Generation and Baby Boomers prefer face-to-face interactions or phone calls. They value personal communication and may view digital-only communication as impersonal or insufficient. Many may be less engaged with instant messaging platforms like Microsoft Teams, Slack or WhatsApp for professional communication.
It is important to avoid the presumption that older people do not know how to use technology. Evidence suggests that these groups are rather “less interested in using technology as constantly or as pervasively as younger people.” Misunderstandings may arise in instances where younger generations use social media to communicate ideas and feel disrespected when their older colleagues do not respond. Companies must find professional communication platforms that all employees are comfortable engaging with.
Gen Z and Millennials are more accustomed to digital communication and may prefer these methods over face-to-face interaction. Email, messaging apps and even WhatsApp are seen as efficient ways to communicate. However, it’s important not to make assumptions; while younger generations are more comfortable with digital tools, research has shown that they still greatly value in-person collaboration as it supports their professional development in the workplace.
Blended learning solutions are an effective way to support digital proficiency across generations. This may involve combining traditional instructor-led training with hands-on practice. Active learning, which emphasises interactive participation and real-world application, as well as customising training materials to accommodate different learning speeds, will support everyone to engage comfortably with your company’s selected digital tools.
To bridge any communication misunderstandings, businesses must implement a flexible communication strategy that accommodates different preferences. This could include offering a mix of face-to-face meetings and digital communication options, ensuring that all employees feel heard.
“Today’s feedback culture needs to be bidirectional. Younger employees expect to be part of an ongoing dialogue, sharing ideas and feedback regularly.” – Roundtable attendee
Generational stereotypes can create unnecessary friction in the workplace. Common assumptions, such as older employees being resistant to change or younger employees lacking loyalty, can hinder collaboration and impact team dynamics. To combat this, businesses should foster a culture open to adaptation and inclusivity. It is critical to recognise that individuals within generations often diverge significantly from these broad generalisations.
During the roundtable, several participants noted the importance of avoiding generational labels. One guest emphasised that generational biases are harmful and unproductive. Instead, businesses should focus on understanding the individual needs and strengths of their employees, rather than relying on broad generational assumptions. Businesses can promote inclusivity by providing bias awareness training and encouraging open dialogue, which helps employees recognise and challenge their own generational biases.
“People want to hire someone like themselves. But we should challenge ourselves to look beyond personal biases.” – Roundtable attendee
One of the most effective ways to break down stereotypes is to promote cross-generational collaboration. Mentorship programmes, where older employees share their institutional knowledge and younger employees provide insight into emerging trends and technologies, were highlighted as a successful strategy.
Research supports this approach, with studies showing that cross-generational mentoring not only improves workplace relationships but also boosts innovation and productivity. Businesses should actively encourage opportunities for different generations to work together, whether through formal mentoring programmes or collaborative projects.
“I don’t like to stereotype generations. For me, it’s about the individual and having the mindset to learn from each other.” – Roundtable attendee
Flexible working practices have become the norm over previous years, but the shift to hybrid working has affected generations differently. Younger employees, who entered the workforce during the pandemic, are more likely to expect a flexible working arrangement from their employer, while some older employees may be more comfortable working in traditional office environments.
Gen Z and Millennials greatly value flexibility over where and when they work. According to research from Deloitte, flexibility is a top priority for younger employees when choosing an employer. Offering flexible work arrangements not only helps attract and retain top talent but also improves employee satisfaction across all generations.
Research shows that flexibility is a common priority across many working generations, with a third of baby boomers listing flexibility over where and when they work as a top factor when looking for a new job, more than any other generation.
For managers, who may be more accustomed to in-person oversight, remote working can raise concerns about productivity. Roundtable participants noted the importance of shifting from an ‘hours worked’ mindset to an ‘outcomes achieved’ focus. Trusting employees to manage their time effectively, regardless of location, is key to making remote work successful.
CIPD survey data also supports the idea that remote work, when implemented effectively, can improve productivity and job satisfaction. Employers should provide the tools and support needed for employees to thrive in remote environments, including access to technology, training and clear communication about expectations.
“Managing remote work can be challenging because it requires a shift in mindset from valuing hours worked to valuing outcomes achieved.” – Roundtable attendee
To successfully hire and maintain a multigenerational workforce, recruitment and retention strategies should account for differing preferences. Businesses must tailor their approaches if they wish to reap the benefits of a diverse workforce.
Roundtable participants discussed the importance of ensuring that recruitment teams reflect the diversity of the workforce they seek to build. One suggestion was to have interview panels that include representatives from different age groups, genders and cultures to minimise bias and provide a broader perspective when assessing candidates.
“We always put together recruitment teams that reflect different perspectives— genders, ages, and cultures.” – Roundtable attendee
The needs and priorities of different generations vary, and this should be reflected in the company’s EVP. For example, while older generations may prioritise job security and retirement benefits, younger generations are likely to be more attracted to opportunities for professional development and mental health support.
A report by Glassdoor highlighted that 80% of Gen Z and Millennial employees consider a company’s diversity, equity and inclusion policies before accepting a job offer. By aligning their EVP with the expectations of a multigenerational workforce, businesses can improve both attraction and retention.
As the workplace continues to evolve, the ability to manage multigenerational workforces will become increasingly important for businesses seeking to maintain workplace diversity. Understanding the unique characteristics, preferences and challenges of each generation, while still accounting for individual nuances, is the first step in creating a collaborative and productive work environment.
One of the most striking takeaways from our roundtable discussion was the popularity of flexible working across almost all generations.
While remote working can be challenging to manage, building trust with employees and fostering an open feedback culture will support all employees in your workforce to thrive.
At Tiger Recruitment, we are committed to helping organisations navigate the complexities of a multigenerational workforce. Whether you’re looking to refine your recruitment strategies, enhance employee engagement, or build cross-generational collaboration, our expert team is available to assist.
To learn more about our tailored recruitment services, get in touch with our team.