Gen Z workers are the latest generation of employees to mystify well-meaning managers. The demographic, defined as those born between 1997 and 2012, is steadily increasing its influence in the workplace as more and more young people join the labor force.  

These outspoken newcomers are at the forefront of rising activism in the workplace. They —and they’re willing to take action if they feel their needs aren’t met.

During the Great Resignation and still today, business leaders have struggled to retain Gen Z employees. Many of these young workers left for new jobs, seeking better pay, more opportunities to develop their skills, and less toxicity in the workplace.

Serving the unique needs of Gen Z is something great workplaces are taking very seriously.

“Like most employers today, we have to consider that we have multiple generations in our workplace,” says James Colino, director of talent acquisition at Sheetz. The convenience store chain knows a thing or two about engaging with younger employees—it’s the No. 52 large company on the Fortune Best Workplaces for Millennials™ list for 2022.

“That requires sensitivity in how we market, how we recruit and how we manage our work family,” he says.

For Colino, it all starts with thinking about Gen Z as its own demographic—not lumping them in with millennials—and addressing their unique needs.

What’s missing for Gen Z

Gen Z workers are leaving their jobs for a reason. According to Great Place To Work® research, Gen Z, like their millennial colleagues, are having a demonstrably worse experience in the workplace compared with older generations. And out of all the generations, Gen Z is the least inclined to want to stay in their jobs.

Driving the Gen Z exodus is a lack of purpose or meaning in their work. Gen Z workers who agree that their work has “special meaning” are three times as likely to stay with their organization, per Great Place To Work data. That’s crucial, because Gen Z workers who say they want to stay with their organization a long time are also three times more likely to recommend their organization to others.

This creates a virtuous cycle, where young employees not only want to stay, but are helping recruit for the organization, recommending the company to friends and family as a great employer. This is crucial for organizations, since data shows that for trusted recommendations.

Gen Z workers also join millennials in being less likely than older generations to say they receive a fair share of profits and pay.

What’s working for Gen Z

There are many ways employers can help younger employees find a home with their organization. shows that the top reasons Gen Z workers chose their current job include:

• Work-life balance (32%)
• Learning and development opportunities (29%)
• Higher salaries (24%)
• Positive workplace culture (23%)

Great Place To Work research highlights the aspects of the workplace experience where Gen Z is having a better experience than other generations. In fact, they’re having the strongest experience when it comes to certain aspects of fairness, pride and respect, providing a roadmap for employers to follow. At great workplaces, Gen Z workers feel:

• Colleagues avoid politicking and backstabbing
• Promotions are awarded fairly
• Managers don’t play favorites
• Colleagues quickly adapt to changes
• Management involves workers in decision-making that affects their work

Gen Z also has hefty expectations around diversity, equity, inclusion and belonging (DEIB).

Gen Z in the U.S. is more diverse than any generation before it, per . , and younger workers are more likely to in the workplace.

For Colino, it’s perfectly natural for Gen Z to have different needs than Baby Boomers, Gen X, or even millennial colleagues.

“Every generation is a product of the environment they grew up in,” he says. “This generation has been subjected to political, privacy, technological and gender issues that have shaped how they think. In working with this generation, you can’t help but notice that they think and act differently than those who came before them.”

That doesn’t mean giving them a free pass on performance, Colino explains. Instead, it requires that leaders take the extra time to acknowledge differences, be inclusive and find solutions that work for customers and employees.

How to engage & retain Gen Z employees

Here are some of Colino’s top recommendations for employers on engaging Gen Z in the workplace:

1. Create a nurturing environment.

“They need someone to acknowledge that, purely based on the number of years they’ve been alive, they might not be fully equipped to handle all the situations they’ll encounter in a busy store,” says Colino. “It’s more than training; it’s a mentorship approach that ensures they have a positive experience.”

2. Develop your listening skills.

Every generation wants to be heard, but for Gen Z it has even greater significance.

“I think Gen Z is one of the more vocal generations,” says Colino. “They’re not afraid to speak up so I think they really appreciate that we’re asking for input.”

3. Build in opportunities for fun.

Younger workers need that flexibility to embrace their childlike side, says Colino, especially when workers might still be involved in school. These early work experiences will influence whether workers will return to jobs in your sector.

“It’s hard on a manager who has to schedule around flexibility, but our industry has to figure out how to keep this critical segment of talent excited,” he says.

If workers see your industry as a buzzkill, they won’t stick around to become the leaders of tomorrow.

4. Think about targeted benefits for education.

Sheetz has increased its tuition reimbursement program to the maximum amount allowed by the IRS.

“We also expanded our partnerships with online universities to ensure that all of our employees, no matter where they’re located, can continue their education,” says Colino.

5. Take time to learn more about Gen Z as a whole.

Colino’s last bit of advice: Invest in learning more about Gen Z as a macro concept.

“I don’t think companies fully understand the Gen Z workforce yet; they’re just barely entering the workplace,” he says.

카지노 커뮤니티 추천 that are willing to listen have an invaluable opportunity to bring in diverse viewpoints and build a talent pipeline to sustain their growth for years to come.

Show Gen Z your workplace is one they can trust

Gen Z employees want to work for ethical, flexible, and forward-thinking workplaces. Get Great Place To Work Certified™ to prove to Gen Z that your company is willing to meet them where they are.

How warm is your workplace welcome?

Great Place To Work research has identified “hiring & welcoming” as a key leadership behavior critical to a successful employee retention strategy. While onboarding is not the only factor, it can set the tone for an employee’s entire tenure with your organization.

This is especially true for Gen Z, a generation that’s both anxious from uncertainty and hopeful for the future.

Employers hiring those born between 1997 and 2012 need to be aware of the unique experiences and expectations of Gen Z in the workplace — and how those factors impact their onboarding experience.

3 ways Gen Z’s upbringing influences the workplace

“Every generation has a unique backdrop of society that it grows up in,” says Dr. Meghan Grace, co-lead of the Institute of Generational Research and Education and a senior consultant with Plaid LLC, an organizational development firm that focuses on learning experiences.

In Gen Z’s case, she says, three factors stand out as defining characteristics: technological advancement, global connection, and high-stress uncertainty.

1. Gen Z has experienced rapid technological change

“When we look at what was going on with Gen Z in that time period, it’s rapid technological innovation, faster than any other period in time,” says Grace. “That is the only real way they’ve known how to connect with the world.”

As such, Gen Z is not just extremely skilled at learning new technology — they expect it.

For example, Gen Z is the generation . But at the same time, they’re already more worried than other generations about being replaced by someone with better AI skills, according to a ,

Dr. Grace says Gen Z isn’t necessarily afraid of tools like AI, but they are very aware of how new tech will change the way they work — and they want to learn it.

“It’s ‘Can I be nimble? Can I learn skills that are transferable to a variety of different spaces and different industries,’” she says. “It’s not just, ‘I’m gonna be a doctor — I might need to be a doctor who can also manage a TikTok account that educates people on health issues.’”

Gen Z may be incredibly tech-savvy, but they’re also worried about what they don’t yet know. As such, they’re seeking employers that will give them those opportunities for ongoing learning and career development.

2. Gen Z has developed high empathy

While all generations face changing technology, Gen Z’s experience of it has broadened their worldview from a very young, formative age.

It used to be that high school represented your entire social circle, explains Dr. Grace. But with social media, Gen Z has broadened their networks in an unprecedented way.

For example, maybe someone had a niche interest and were the only kid in their school to care about that. But online, they could find a community with peers from different backgrounds.

They’ve also watched world events — from wildfires in Australia to the conflict in Gaza — unfold in real time, narrated through social media by young people just like them.

“Something that’s unique is that they can understand the human experience around the globe much more than previous generations can and feel that empathy,” says Dr. Grace. “They are more aware of what’s going on in the world geopolitically than previous generations.”

As such, Gen Z is seeking workplaces that align with their expanded worldviews and offer them the chance to make a difference.

"Gen Z more aware of what’s going on in the world geopolitically than previous generations."

“They’re hopeful for the opportunity to take on jobs that have meaning, that create impact for other people,” says Dr. Grace. “Gen Z is channeling their activism in their personal lives and want to work for companies with social alignment.”

3. Gen Z has faced global uncertainty

Older Gen Zs were early adolescents when the 2008 U.S. recession hit — meaning at the time when they were dreaming about what they wanted to be when they grew up, they were also overhearing adults worry about layoffs and unemployment.

Then, while the oldest Gen Zs were in college or graduating into the working world, the COVID-19 pandemic hit. Classes and office jobs shifted online, forcing them to miss out on important social development. Many Gen Zs worked frontline jobs in retail or hospitality, where they faced furloughs and safety concerns.

Dr. Grace says this backdrop has left Gen Z with a lot of anxiety — but also a willingness to be nimble out of necessity.

Take our hypothetical medical student, who sees science as a stable career path, but is open to biomedicine and integrating AI or new technology into their work. Dr. Grace says they may then also broadcast their journey through medical school on social media for monetization.

“They are truly financially concerned, stability concerned,” says Dr. Grace. “And so, they’re utilizing everything in their toolbox to make sure they’re not going to be hit with financial uncertainty. They have the ultimate ‘Let’s prepare for the next rainy day’ mindset.”  

While Gen Z has a reputation for job-hopping, it’s not because of short attention spans or disinterest. Rather, they’re switching jobs — higher pay, better benefits, and better growth opportunities.

"They have the ultimate ‘Let’s prepare for the next rainy day’ mindset.”

Employers that offer perks such as health insurance and retirement savings plans will .

5 tips for successfully onboarding Gen Z employees

Given Gen Z’s unique worldview and experiences, it may not come as a surprise that some of the things Gen Z wants most in an employer are:

• Relationship-building: The chance to connect with their colleagues as friends and mentors.
• Skills development: The opportunity to learn and practice new skills that will help them in their career goals.
• Workplace flexibility: The ability to shape their work life in a way that complements their personal life.

Here’s how to integrate these elements into your onboarding process:

1. Set up a buddy or mentor system

For Gen Z, the nuances of workplace interaction, such as communicating with multiple generations and working alongside new perspectives different from their peer group, was learned from behind a screen.

“I think that’s something they’re very cognizant of, that that’s a gap that they have,” says Dr. Grace.

She recommends pairing up Gen Z employees with a buddy who they meet with regularly. This could be just a friendly face who can answer questions they may be too scared to ask of their direct manager, or it could be a more formalized mentorship with someone who has similar career goals.

2. Offer a thorough training plan

Gen Zs are keen to learn. They are OK with acknowledging what they don’t know and will appreciate getting to try new things hands-on.

“They are sponges for skills,” says Dr. Grace. “They are seeking the ability to stack more things into their toolbox because they don’t know what skill they’re going to need down the road.”

Rather than relying solely on an all-in-one training session, consider bite-sized training and refresher opportunities. This kind of training aligns with the fast-based content delivery that Gen Z has become accustomed to online.

For example, if an employee is working on a new task for the first time, you could set up a 10-minute chat over coffee to walk them through it or send them a Loom video that guides them through it step-by-step.

3. Show what success looks like

Gen Z has grown up with a lot of uncertainty — which is why they want clarity in a new job. That includes knowing what’s expected of them today in the role, as well as what their path to success looks like.

When do reviews happen? Is there a checklist they can follow to achieve a raise or promotion? Setting transparent milestones early on will help to ease Gen Z’s concerns about stability and success.

“I can’t stress enough how much transparent leadership matters to this generation, and they want transparent leadership pre-hiring through onboarding,” says Dr. Grace.

4. Promote purpose

Great Place To Work research has shown that purpose in the workplace is one of the key factors that determines whether an employee will stay or quit.

Employers can win over and retain Gen Z employees with a meaningful company mission. In fact, Gen Zs are three times more likely to remain with an organization if they perceive their work to have “special meaning,” underscoring the significance of genuine commitment over mere lip service.

“Something that should actually start in hiring is talking about how their role and the work that they will do will have a bigger impact,” says Dr. Grace. “Why do we exist and why does this specific role play a part in what we achieve?”

Gen Zs are three times more likely to remain with an organization if they perceive their work to have “special meaning.”

5. Embrace flexibility

Great Place To Work’s research on employee retention strategies has found that employees are three times more likely to stay with an employer when they can choose between remote, hybrid, or onsite work.

While all generations are seeking flexibility these days, “this is a generation that has said it at a much earlier age,” says Dr. Grace. “They’re identifying that work is not their entire identity like previous generations have.”

Good onboarding is a business imperative

Proper onboarding isn’t just a nice to have — it’s essential for an engaged workforce.

“New hires are some of the most expensive to replace because you’re oftentimes replacing many of them multiple times a year,” says Dr. Grace. “The approach to onboarding needs to be incredibly holistic because when employees have barriers — even slight barriers or slight frustrations — those are the things they remember.”

Access our report, Unlocking the Secrets of Employee Retention, to find out how you can predict and prevent turnover in your workplace, including a special section on keeping Gen Z happy at your company.

Are Gen Z workers just looking for a

The latest viral TikTok sensation that encourages younger workers to opt out of traditional career trajectories is a response to hustle culture and “leaning in” espoused by Sheryl Sandberg.

Instead of going above and beyond, the ethos of the lazy girl job is all about meeting the requirements without giving extra effort.

Just like “quiet quitting” before it, this new buzzy phrase may concern business leaders looking to engage and attract young talent to their companies.

However, when you dig into the data on how Gen Z workers are experiencing the workplace, the answers are simple.

Gen Z workers benefit enormously from working in a high-trust workplace, where leaders actively engage with them, and the company makes an effort to ensure their work has meaning. When Gen Z workers experience this, they are more likely to give extra effort — no matter what their peers are doing on TikTok.

What Gen Z wants

How can employers create experiences that engage Gen Z employees? Great Place To Work® surveyed more than 500,000 employees in the U.S. to understand how different generations felt about their workplace.

카지노 커뮤니티 추천 on the 2023 Fortune Best Workplaces for Millennials™ List offer a compelling benchmark for how younger employees can feel included and encouraged. While the list prioritized the experience of workers in the millennial generation, our data showed that Gen Z workers also fared much better at these companies than at a typical U.S. workplace.

Save the date: Attend our annual company culture conference May 7-9, 2024

Here’s what the data says Gen Z needs to thrive in your company:

1. Meaningful work

When comparing high-trust workplaces to the typical U.S. workplace, Gen Z workers saw the biggest improvement in feeling they “make a difference” compared to other generations.

Not only are 56% more Gen Z workers reporting they “make a difference” at the best workplaces, but the gap between generations also shrinks.

At the typical U.S. workplace, 17 percentage points separate Boomers and Gen Z with almost half of Gen Z workers saying their work isn’t meaningful. At Best Workplaces, the gap is only eight percentage points.

As the employee experience improves, the generation to which an employee belongs matters less than the company they work for. Young employees are more likely to quit a job, not because of their age or personal temperament, but because their employer hasn’t managed to engage them.

Across all generations, the top driver of employee retention is having meaningful work. When employees report that their work has “special meaning,” they are more than two times as likely to stay in their job.

What does it look like to help employees have meaningful work?

At NVIDIA, leaders believe in creating a supportive environment to “do your life’s work.”

That doesn’t mean NVIDIA employees have to cure cancer or solve world hunger, says David Luebke, vice president for graphics research at NVIDIA. “But there should be something — an undertaking you take on with purpose to make the world a slightly better place.” 

NVIDIA’s younger employees in turn say that their work is meaningful when they feel trusted and empowered to work on important projects and receive mentorship from senior leaders.

“It’s very rewarding to work at NVIDIA and to collaborate on projects with great people,” says Aiden Di, a hardware intern in Shenzhen. “At NVIDIA, interns are trusted and respected by others to contribute to projects.” 

And when interns and junior staff feel supported to develop their careers, they often become powerful employee advocates.

“During my internship at NVIDIA, I worked on meaningful projects, developed my communications skills, and — most of all — was blown away by my team’s genuine, abounding generosity in support and spirit,” says Angie Lee, corporate communications manager and former intern from Stanford University.

“Upon graduating, I was immensely thankful to be able to return — to continue learning and growing at a company that’s tackling some of the world’s greatest challenges.” 

2. A fun workplace

Having fun at work is an important driver of well-being for every generation.

And for Gen Z workers, well-being in the workplace is far from guaranteed.

At the typical U.S. workplace, Gen Z workers are struggling to find balance and support. Only half (51%) report having a psychologically and emotionally healthy workplace, according to a Great Place To Work study. About two-thirds of Gen Z workers believe their co-workers care about them (63%) and that they can be themselves at work (64%).

Great workplaces prove that those numbers could be much higher, with 84% of Gen Z workers at companies on the Best Workplaces for Millennials List reporting a psychologically and emotionally healthy workplace.

3.  Fair treatment, regardless of age

One way to help employees of different generations connect is to offer employee resource groups (ERGs) or dedicated networks to foster relationships. 

Interestingly, many companies are creating networks that span all generations, not just focusing on an in-group of similar ages and life experiences.

American Express merged its ERG for millennials and its ERG focused on generations to form the network NextGen. The new group represents all four generations currently working at the company: Boomers, Gen X, millennials, and Gen Z.  

The result is that employees can be heard from every stage of the career journey, and employees can connect with one another on shared interests.

This is an example of how companies can address an important need for Gen Z: Not having their age count against them in the workplace.

When Gen Z workers say they feel treated fairly regardless of their age, they are 1.5 times more likely to say they experience well-being. They aren’t the only generation that benefits from feeling like their age isn’t used to discriminate against them.

Gen X and Boomers are also 1.6 times more likely to experience well-being if they report being treated fairly regardless of age.

Dow also launched ERGs designed to address important career experiences for older and younger employees. In employee surveys, older workers reported feeling left behind and newly joined employees felt the company could do a better job welcoming them.

To respond, Dow launched “RISE,” an ERG that offers mentorship, career development, peer networking and more for new employees. For more seasoned employees, it launched “PR!ME,” an ERG designed to help employees age 50 and older to fulfill their unique needs.

The groups were a success, with Dow gaining three percentage points on its Trust Index™ survey results for if employees felt treated fairly regardless of age.

Learn about your Gen Z employees

See how different generations are experiencing your company culture with Great Place To Work 카지노커뮤니티™.

It’s a long-standing joke that every generation is suspicious of the one coming after it, while rolling its eyes at those who came before. And, of course, there are stereotypes galore: Boomers are terrible with tech. Gen Xers hate everything. Millennials are entitled.

But when it comes to engaging a multigenerational workforce, leaders must toss those jokes and stereotypes aside.

True, there is some . The world events, economic conditions, trends, and cultural norms of each era have influenced how people of each generation think and behave.

But individuals don’t slot into neatly defined categories. Some millennial employees adopt traditionalist behaviors, and Boomers who show Gen Z traits. Making generational assumptions isn’t just unrealistic — it’s risky. 

What is a multigenerational workforce?

A multigenerational workforce is one in which the employees span different generations. There are now simultaneously (Gen Z, millennials, Gen X, baby boomers and some members of the silent generation still working in their late 70s and early 80s) – a first in modern history. This means an employer today could easily have young graduates working side-by-side with great-grandparents.

For managers of multigenerational workforces, engaging all generations is essential — not just for employee satisfaction but also for the company’s overall success. Diverse and inclusive workplaces have higher employee retention, higher revenue growth, and a greater readiness to innovate.

4 multigenerational workforce challenges (and how to overcome them)

The days of one-size-fits-all management are long gone.

Workplaces are becoming more ethnically and racially diverse (Gen Zers, also called zoomers, is tracking to the be the most diverse workforce yet, with 47% identifying with a group other than white, according to Great Place To Work® data), and employees from up to five generations work side by side.

The range of priorities, expectations, and experiences that employees bring to the workplace is wider than ever.

For example, what Gen Z wants from employers are workplaces that are mentally healthy and safe and offer diversity and inclusion, whereas the biggest predictors of employee retention for millennials are company reputation, purpose, and connection.

Here are some of the most common challenges of a multigenerational workforce, and how to overcome them:

1. Differing priorities

With a multigenerational workforce, employees span the full range of life stages. Some may be raising young kids, while others are caring for ailing parents. Some may be in new relationships, while others are going through a divorce. Some may be shopping for their first home, while others are researching retirement options.

The key is not to recognize one as more important than the other.

Leslie Patterson, diversity, equity & inclusiveness leader, Americas and US with EY, points to flexibility for working parents as an example. While offering such flexibility is great, it can’t be exclusive to employees with families.

“When I was younger, I wanted to work out. I was single, no kids,” she says. “If you thought about the whole hierarchy of what everyone had to do, mine was probably the least important… And so, how can we handle one’s personal needs? We are still going to accomplish the project, but you want to work out on Tuesdays, I want to go to Bible study on Wednesdays.”

2. Stereotypes and assumptions

Just as we should never stereotype based on race, ethnicity, gender, or sexual orientation, we shouldn’t stereotype age and generation.

Generational acceptance and sensitivity should be part of any company’s diversity, equity, inclusiveness & belonging (DEIB) initiatives, for both managerial and peer-to-peer relationships.

Part of avoiding stereotypes is acknowledging and exploring the overlaps that may exist between generations. Perks targeted to one generation might end up being ideal for everyone.

Just as we should never stereotype based on race, ethnicity, gender, or sexual orientation, we shouldn’t stereotype age and generation.

For example, it’s a common assumption that boomers are keen to return to the office post-Covid, while the younger generations want to stay remote or hybrid. However, workplace flexibility has proven to be a universal desire across all the generations.

3. Miscommunication

How we communicate has dramatically changed over the years, and everything from slang to style to format (phone, email, text, emojis 👁️👄👁️) can affect how employees interpret messages.

For baby boomers who mastered phone calls and in-person meetings for most of their careers, texts and Facetimes may feel jarring. For Gen Zs used to quick DMs, saying "it would be quicker to pick up the phone," won't necessarily resonate.

Older generations adapted letter writing to create email style. For zoomers, letter writing is unfamiliar.

With most generations preferring written communication, there can be misinterpretations of tone and punctuation.

Take the common period, for example. Gen X or Boomers may view sentences without periods as unprofessional or sloppy. For zoomers, they may consider periods as passive-aggressive or cold.

Setting rigid communication rules won't resolve communication gaps between generations. Communicating in just one style leaves generations out of your correspondence.

If you're managing a multigenerational workforce, communicate using multiple methods. Savvy managers will take note of how each individual responds to different communications.

These managers will email, use messaging, texting as appropriate, and have face-to-face meetings to connect with their workforce. Regardless of generation, most people respond well to hearing a critical message more than once, too.

4. Us vs. them attitudes

Younger generations may feel nervous asking questions of their older colleagues, or feel like they need to prove themselves. Older generations may feel the need to coddle younger colleagues, or may simply dismiss them as inexperienced.

“If you don’t know this person, if you feel they are generations ahead — the ages of your parents, uncles, aunts, whatever — there’s a fear of asking for clarification,” says Leslie.

The key to avoiding this power dynamic, she says, is trust, which employees gain by getting to know one another as not just colleagues, but as people.

Managers of multigenerational workforces should keep an eye out for such power dynamics, especially in meetings. If it appears that an employee’s contributions to a discussion aren’t being taken seriously, this is a good opportunity to be an ally and make space for them to speak up.

You could say, “I know Austin had some thoughts earlier. Would you like to share, Austin?”

Remind staff that it’s good to have a variety of opinions and that you are collaborating, rather than competing against the old guard or young blood.

How to engage a multigenerational workforce

Keeping your multigenerational workforce engaged and productive is all about trust and communication. Here are some ways to ensure every generation feels seen and heard:

1. Have regular check-ins

Make it a habit to check in regularly with employees — and be sure to make your check-ins not just about work, but about life.

Learning about what is happening in each employee’s life will not only create trust in the workplace, but also make it easier to offer benefits that specifically suit them, rather than simply being a blanket perk for their generation.

2. Clear up miscommunications

Language evolves, and it’s easy for employees from different backgrounds or age groups to have vastly different interpretations of a message. Ensure that everyone understands different communication styles and how they can be misinterpreted.

Learning about what is happening in each employee’s life will not only create trust; it will also make it easier to offer benefits that specifically suit them, rather than being a blanket perk for their generation.

But tread carefully: while it's important to understand generational differences, it's equally vital to ensure this knowledge doesn't turn into ageism. Each person – no matter when they were born – has their own communication preferences.

3. Capitalize on each generation’s skills and knowledge

Every generation brings a unique life experience to the workplace, from the skills they learned in school to the world events they witnessed. Find ways to help each generation thrive in the areas they already know, as well as to learn new skills from the generations before and after. 

For example, social media is often flagged as something that younger generations raised on memes can teach to older generations. However, knowledge transfers can go both ways. For Gen Z, who entered a remote workforce during the pandemic, interpersonal skills like negotiating, networking or speaking confidently in front of crowds — and something they can learn from their older colleagues. 

Develop a mentorship program where more senior employees can nurture and guide their younger coworkers. This two-way exchange not only gives younger generations the feedback they crave, but it also helps people connect and see past pre-conceived differences.

4. Skip the stereotypes

Some boomers are tech-savvy. Some millennials dislike working remote. Gen Z employees can be new parents. While there are common characteristics and life stages for each generation, there are also endless variations within each one.

Encourage open and honest conversations in the workplace about age stereotypes. Create opportunities for employees to collaborate and socialize across the generations and beyond their usual team or social circle.

Non-hierarchical check-ins and mentorships (both older-to-younger and younger-to-older) will give employees the opportunity to share stories and perspectives and foster understanding across the generations. 

5. Provide inclusive benefits

Some benefits, such as fertility benefits and parental leave, are generally (although not exclusively) geared to one generation. But there are countless ways for employers to ensure their benefits span the full age range of their employees.

For example, you could provide paid time off for pet owners who don’t have “traditional” caregiving needs but need to care for a sick pet. Or you could offer educational benefits, like Sheetz’s tuition reimbursement program that reflects what Gen Z really wants from employers.

6. Be a leader for all

카지노 커뮤니티 랭킹 research has found that each generation wants different things from its leaders. For example:

• Millennials desire managers who can connect employees to a common purpose
• Gen Xers want leaders to be role models who can roll up their sleeves and problem-solve in challenging times
• Boomers view leaders as strategic thinkers who are admired, yet distant

For managers of multigenerational workforces, it’s important to keep these expectations top of mind. While it’s impossible to be everything to everyone all the time, having an awareness of what each generation wants in a leader, and striving to meet those expectations, will ensure each generation stays engaged.

Looking ahead to the next generation of workers

While generational trends will continue to drive workplace recruitment and retention strategies, our top priority should always be to engage each person as a unique individual fully.

With more generations than ever working side by side, employers are positioned to create strong, innovative teams rich with diverse thought, experience, and expertise. Look at the best traits that each generation — and each individual — brings to the table and then adapt accordingly.