Ellen Crane

The Value of a Multigenerational Workforce

Look around most corporate offices today. What stands out?

Cubicles and remote desks are filled with young people—often women—eager to work long hours for less pay in order to advance their careers.

The public relations industry provides one example. According to the U.S. Bureau of Labor Statistics, women make up 70–75% of the workforce in public relations firms across the country, and up to 45% of employees are between the ages of 22 and 30. While these young women bring significant value to their firms, the full potential of both employees and organizations cannot be realized when there is such an imbalance in age and experience. There is no substitute for experience.

Fortunately, more organizations are recognizing the value of maturity and long-term industry experience. The strongest and most innovative organizations in any field are often those that embrace diversity in all its forms, including age and experience.

"An organization that does not discriminate ... isn't just a better place to work, it's one that works better," writes Ashton Applewhite in This Chair Rocks: A Manifesto Against Ageism. "Enlightened employers understand the value of an intergenerational workforce and want staff members who can easily connect with customers of all demographics."

Effective communication becomes especially important in multigenerational workplaces because each generation may have different goals, priorities, and expectations. Strong leaders work to understand these differences, and organizations invest in training that helps employees communicate effectively across generations and personalities.

Generation Z employees may prioritize learning and making meaningful contributions, while Millennials may be more focused on pursuing parallel careers or maintaining side hustles. Generation X employees often value stability and work-life balance. To accommodate this range of priorities, flexible work arrangements and an understanding of each employee's individual needs are essential.

Characteristics of Each Generation

A December 2024 article in the International Journal of Academe and Industry Research, "Multigenerational Workforce and Organizational Performance: A Convergent Analysis," by Chilufya C. Chiwisa and Mubanga Mpundu, outlines characteristics commonly associated with each generation.

• Baby Boomers (1946–1964) are characterized by ambition, ingenuity, and collaboration. They are often described as competitive, ambitious, and dedicated to professional success. In the workplace, they contribute experience, leadership, and a strong work ethic.
• Generation X (1965–1980) is recognized for adaptability, self-sufficiency, and independence. Members of this generation often view change as normal and are known for their global perspective, pragmatism, casual demeanor, and commitment to work-life balance. They are generally technologically proficient and adaptable.
• Millennials (Generation Y) (1981–1996) are often described as tech-savvy, collaborative, and values-driven. They bring fresh ideas, strong digital skills, and a commitment to social responsibility. Millennials are also known for their entrepreneurial spirit and independence, often prioritizing job satisfaction, flexibility, and meaningful organizational commitment.
• Generation Z (1997–2012) is distinguished by an entrepreneurial mindset, resilience, and a strong emphasis on social and environmental issues. Generation Z may be the most technologically sophisticated and ethnically diverse generation to date, with an expectation of constant access to information. Social media has significantly influenced this generation's communication style, which is often characterized as informal, independent, and direct, leading some to describe them as the "do-it-yourself" generation.

Sheila Callahan, executive director of the Age Equity Alliance and a frequent contributor to Forbes, has written extensively about the dangers of generational labels, cautioning that they can reinforce stereotypes.

"For marketing and sales teams worldwide trying to connect to audiences, demographic profiles only indicate what people are, not who they are or how they behave," she writes in her Forbes article, "Making Marketing Better: How Values Are Disrupting Demographics."

In another article, co-authored with Daniel Jolles, "The Case For and Against Using Generational Labels, From 'Gen Z' to 'Boomers,'" they wrote:

"Any use of generational labels in research, no matter how benign or accurate, will likely fuel stereotypes."

Therefore, effective workplace communication depends not only on understanding generational trends but also on recognizing the unique needs, values, and motivations of each individual.

Regardless of which communication strategies an organization adopts, buy-in from senior leadership is essential to creating an age-diverse culture where every employee feels valued, regardless of age.

To recruit a truly multigenerational workforce, some organizations combine traditional internships for early-career professionals with returnships that help experienced professionals re-enter the workforce.

At Unilever, reverse mentoring programs pair younger employees with senior executives who want to strengthen their digital skills or gain insights into emerging trends. Deloitte, meanwhile, has developed policies that address generational differences through flexible work arrangements, individualized professional and leadership development, and tailored career paths.

Employee Resource Groups (ERGs), now common in many organizations, also help build stronger intergenerational relationships. Celebrating employees at every stage of their careers is another effective way to foster inclusion and workplace harmony.

"Organizations can benefit from increased adaptability to change, as different generations can collaborate to merge traditional and modern practices," wrote Chiwisa and Mpundu. "Effective management of such diversity can lead to higher employee engagement and retention by recognizing and leveraging the strengths of each generation."

Their study concluded with several recommendations.

Organizations should establish modern human resource management practices that effectively engage a multigenerational workforce by promoting leadership styles that are flexible, inclusive, and responsive to the needs of a diverse workforce.

They also recommend developing:

• Strong formal and informal communication throughout the organization.
• Meaningful collaboration between younger and older employees.
• Ongoing training and continuous professional development for employees at every career stage.

They concluded:

"Understanding generational cohort differences and recognizing areas of collaboration and potential conflict can help employers think through their particular workplace dynamics. Fostering respect and communication among employees of diverse ages enables organizations to harness individual strengths and enhance productivity. Moreover, trust is essential for fostering intergenerational cooperation."

They further noted:

"Effectively managing a multigenerational workforce can significantly enhance organizational performance by tapping into the unique skills and perspectives that each generation brings to the table. By fostering an inclusive work environment and addressing potential challenges proactively, organizations can optimize their workforce for sustained success."