In 2022, the United States celebrated a monumental achievement as over 4.11 million students graduated from college, signifying an exponential surge compared to the modest beginnings of 1900. During that era, only 27,410 individuals received their bachelor's degrees, as reported by Hanson in 2024. Each year, another generation enters the workforce, making it imperative for managers to lead multi-generational teams. While managing a diverse team presents opportunities, it also entails numerous challenges. In this guide, we will look into the distinct generations comprising today’s workforce and share invaluable insights, including 7 tips for effectively managing a multigenerational workforce, and best practices for recruiting across a diverse age demographic.

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Understanding the generations & their communication style 

Each generation has a unique set of workforces experiences that has shaped their values/preferences and communication style. For example, a recent university graduate who started their first job during the COVID-19 pandemic might put high value on remote work, compared to a millennial who values a nine-to-five schedule. In comparison, Generation X workers who lived through a recession may value job security. Below is a brief overview of each generation. A 65 year old doesn’t communicate the same way as an 18 year old. So how can we prepare a multi-generational workplace? Read on to find out the six tips to managing a multi-generational workforce. 

Traditionalist

• Year:  Born in 1945 & before  
• Prefer face-to face communciation 

Boomers

• Year:1946 - 1964
• Age: 55-78
• Prefer face-to face communication and phone calls.

Generation X

• Year:1965-1980
• Age:39-59
• Will choose email over phone communication.

Millennial

• Year:1981-1996
• Age:23-43
• Prefer messaging via online applications, text messages or anything written.

Generation Z

• Year: After 1997
• Age: 7-27+
• Gen Z is also known as “instant generation” and prefers written responses on a smartphone with instant repsonses.  

‍Is ageism really a problem? 

While it's commonly said that age is merely a number, its significance extends far beyond that. Age serves as a marker of life's milestones and categorizes individuals into distinct generations, shaping their experiences and perspectives. So how prevalent is ageism in the workplace? Consider the following: 

• Data collected from  SHRM Research found that 26% of U.S. workers aged over 50 were victims of ageism. The research showed that 1 in 10 workers who were targeted for age-related remarks felt less valuable than younger workers.  
• Recent data from Glassdoor reported 52% younger employees aged 18-34 have witnessed, or experienced ageism. In comparison the study also found  only 39% of employees ages 55 and over to have experienced agiesm. 

When individuals perceive judgment or fear confirming stereotypes, their performance tends to suffer. Moreover, research indicates that older adults are often stereotyped as lacking cognitive ability, motivation, productivity, and technological proficiency ( Posthuma & Campion, 2008; Barbra, 2018).  

What is Ageism?

Ageism refers to prejudicial treatment (how we feel), and stereotypes (how we think), and takes many forms such as discriminatory attitudes directed towards individuals or groups based solely on their age (Butler, 1969; Weir, 2023, as cited by the American  Psychological Association, 2020).

Today, human resources (HR) management faces the challenge of selecting candidates from a vast pool of talent. This includes recent college graduates eager to embark on their careers, ambitious employees striving to ascend the career ladder, and seasoned professionals with extensive experience. The multi-generational workspace is fostering a new cultural dynamic. Research indicates that when employees perceive themselves as targets of age-related biases, it can significantly impact productivity, motivation, and overall performance (NIH, 2017). How can we address stereotypes, such as assuming that every individual has reached a milestone in their generation? We’ve created tips to combat the biases of ageism below. 

7 tips for managing a multigenerational workforce

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1.Educate your team

How can your team effectively address ageism if they are unconsciously unaware? One effective strategy to combat age stereotypes is to implement mandatory training. By providing opportunities for learning and growth to your organization, you can foster a more inclusive environment. HR professionals, managers, and employees can participate in group sessions focused on understanding stereotypes, discrimination, bias in gender, age, and favoritism towards specific age groups. Additionally, the sessions can cover strategies for effectively handling challenges related to age diversity in the workplace and solutions.

‍2. Collect and measure data 

HR can conduct annual surveys on equitable treatment, yielding measurable data and enabling managers to tackle harmful stereotypes. HR should track incidents like name-calling, age-related remarks, and complaints, taking appropriate action. Additionally, HR can note individuals' communication preferences, aiding effective communication and boosting productivity among managers and colleagues.

3. Proactively challenge stereotypes 

Managers can proactively organize meetings to foster discussions on unconscious biases, encouraging team members to address any concerns or questions. For example, they can debunk biases like assuming older generations lack tech-savviness, promoting the notion that everyone brings unique skills essential for the team's success. Furthermore, managers should prioritize getting to know their employees personally and investing time to build individual connections. This approach demonstrates steadfast support and exemplifies the positive workplace behaviors expected from leaders.

4.Offer flexible solutions to diverse needs

Believe it or not, the way we work has become increasingly generational. Older employees, such as Traditionalists, Baby Boomers, and Generation X, may be accustomed to traditional 9-5 schedules. Millennials and Generation Z may lean towards hybrid or remote work setups. Additionally, some workers may prefer working in the evenings or breaking up their workday.

Managers must adapt by offering flexible solutions to meet diverse needs. Providing flexible hours or remote work environments can help ease senior employees into retirement or accommodate those with family responsibilities. However, it's important to recognize that some older generations may still prefer in-person work. Additionally, managers can adjust their communication style. Some generations may prefer video calls over meetings in person, or messages/emails. 

‍5. Capitalize on each generation’s skills and knowledge

Today, workplaces can encompass at least 4 generations, with some fortunate organizations boasting a blend of 5. Each generation brings its distinct set of strengths, weaknesses, and invaluable work experiences to the table. To harness this wealth of diversity organizations can empower managers to establish mentorship programs. These initiatives allow senior employees to share their expertise and wisdom with younger counterparts.

For instance, Millennials and Gen Z individuals, who entered the workforce amid the pandemic, have honed their time management skills but may benefit from guidance in areas such as negotiation and networking. Conversely, other generations might not be proficient in fundamental coding skills. By fostering collaboration and knowledge exchange among generations, workplaces can break down barriers, foster meaningful connections, and challenge entrenched assumptions.

6. HR can recognize common bias during recruitment 

It is no secret that non-homogeneous teams with diverse work teams outperform homogeneous organizations. For HR to meet the standards of Diversity, Equity, Inclusion, and Belonging (DEIB) they must be trained in recognizing their own bias during the recruitment process. Organizations must embrace age as a form of diversity and part of their DEIB strategy. To avoid a homogeneous workplace consider looking at unconscious bias can include the following: 

• Affinity bias: is an unconscious bias where we tend to prefer people or candidates because of their similarities to us. This can include similar experiences, ethnicity, attendance at the same school, or characteristics. The natural inclination to prefer people who mirror our similarities leads us to feel more at ease, thus distancing ourselves from those who are different. 
• Gender Bias:this occurs when HR professionals show preference towards a particular gender or may have preconceived notions about gender based on past experiences.
• Ageism: This refers to discrimination based on someone's age, such as viewing younger candidates as immature.
• Cultural Fit Bias: occurs when HR professionals evaluate how well a candidate will conform to company values, norms, and culture rather than assessing their skills.
• Halo & Horns Effect: the halo effect occurs when HR professionals treat a candidate more favorably based on one positive aspect, thus overlooking all other traits. On the other hand, horn effects occur when HR professionals are negatively influenced by one aspect and treat the candidate less favorably.

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7. Strategies for HR to manage biases 

To counteract bias in hiring, HR professionals can implement various effective strategies:

• Make sure that policies and procedures are unbiased about age.Ie. Does the company's anti-discrimination and harassment policy encompass age? Is age considered a dimension of diversity in your diversity recruiting strategy? 

• Remove internal language that promotes ageist stereotypes, generational labels, or characteristics.
• Upon employee orientation and onboarding educate workers on ageism discrimination, bias, policies, and inclusive behaviors. 
• Create standardized questions for all candidates during the interview process such as focusing on skills and qualifications rather than personal characteristics. 
• Utilize blind recruitment techniques such as blinding or removing identifying information such as age, and gender, techniques to reduce bias. 
• Conduct quarterly reviews and assessments to measure diversity, and identify areas for improvement. 
• Implement a diverse hiring panel to provide perspective and fairness during evaluations. 
• Have a diverse group of multi-generational candidates: Instead of interviewing 1-2 candidates in the same age range, take the initiative to interview different age groups/generations. This will increase the chances of the hiring being more balanced and diverse.

Conclusion 

Crafting tailored management approaches for a multi-generational workplace is imperative for companies striving to thrive in today's dynamic business environment. Recognizing and respecting generational disparities, encompassing diverse communication styles, educational backgrounds, and work ethic preferences, stands as a pivotal strategy. By proactively educating teams and refining management and HR practices to accommodate these differences, organizations can effectively counteract biases like ageism. This proactive approach fosters an inclusive and harmonious work culture where every individual's unique strengths are celebrated and leveraged, ultimately propelling the company toward sustained success and innovation.

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References

[1] Hanson, M ( March 15 2024). College Graduation Statistics.https://educationdata.org/number-of-college-graduates#:~:text=U.S.%20College%20Graduates%20%26%20Graduation%20Rates&text=1%2C008%2C290%20college%20graduates%20earned%20associate's,

all%20graduates%20earned%20master's%20degrees.

[2] Weir, K. (2023). Ageism is one of the last socially acceptable prejudices. Psychologists are working to change that. American Psychological Association. Vol. 54 No. 2 https://www.apa.org/monitor/2023/03/cover-new-concept-of-aging. 

‍[3] Choi-Allum, Lona. Age Discrimination Among Workers Age 50-Plus. Washington, DC: AARP Research, July 2022/January 2024. https://doi.org/10.26419/res.00545.001. https://www.aarp.org/research/topics/economics/info-2022/workforce-trends-older-adults-age-discrimination.html

[4] Marques, S., Mariano, J., Mendonça, J., De Tavernier, W., Hess, M., Naegele, L., Peixeiro, F., & Martins, D. (2020). Determinants of Ageism against Older Adults: A Systematic Review. International journal of environmental research and public health, 17(7), 2560. https://doi.org/10.3390/ijerph17072560

[5] SHRM (May 11 2023). New SHRM Research Details Age Discrimination in the Workplace. https://www.shrm.org/about/press-room/new-shrm-research-details-age-discrimination-workplace#:~:text=26%20percent%20of%20U.S.%20workers,work%20compared%20to%20younger%20workers

[6] Gendron T, Marrs S, Inker J, Palmarini N. Generational Bias: Another Form of Ageism. The International Journal of Aging and Human Development. 2024;98(3):284-299. doi:10.1177/00914150231194244

[7] Barber S. J. (2017). An Examination of Age-Based Stereotype Threat About Cognitive Decline. Perspectives on psychological science : a journal of the Association for Psychological Science, 12(1), 62–90. https://doi.org/10.1177/1745691616656345