Top 7 Tips for Managing a Multigenerational Workforce

In this article we discuss:

• The State of Today’s Multigenerational Workforce

• Top 7 Tactics for Engaging Multigenerational Employees

• Looking Ahead: Building a Multigenerational Talent Pipeline

Today’s workforce spans five generations: Traditionalists (Silent Generation), Baby Boomers, Gen X, Millennials, and Gen Z. With Gen Alphas not far off entering the workplace, the generational spectrum is only getting wider. That range of age, experience, and perspective brings a wealth of generational attributes that, when nurtured well, can become one of an organization’s greatest strengths.

For business leaders and HR teams, this also means navigating vastly different values, communication styles, and expectations about work. That can be challenging—but it also opens the door to greater creativity, knowledge-sharing, and collaboration across generations.

Organizations that embrace this complexity with intention can foster cultures where employees support, grow, and learn from one another—no matter their age or experience.

The State of Today’s Multigenerational Workforce

The wide multigenerational span across the workforce is here to stay. According to EY’s Work Reimagined survey, the range is propelled by three macro forces: longer careers as life expectancy rises; smaller incoming cohorts due to falling birth rates; and uneven technology adoption that shapes day‑to‑day work preferences. 

Across this spectrum, preferences can vary widely—Gen Zers , for example, are three times more likely to use GenAI at work than their Boomer colleagues, while Boomers have higher intrinsic motivation at work than younger generations. Millennials and Gen Z have brought new levels of focus on aligning value and purpose with their work, while Gen X and Boomers are more likely to view work as wholly separate from their beliefs.

Yet, as we’ll explore in future sections, employees of all ages also share many priorities—especially those heavily influenced by world events and trends, like the COVID-19 pandemic and the mass emergence of AI in our everyday lives.

So, with a range of generational preferences, age gaps predicted to widen, and continually emerging new priorities, how can leaders align employees of all ages around shared values and company mission? How can they find ways to help them engage and learn from each other in ways that make employee experiences and the organization better? Let’s explore.

Top 7 Tactics for Engaging Multigenerational Employees

Moving from understanding cross-generational differences to acting on them starts by recognizing how each generation brings something valuable to the table. The key is building shared experiences that connect people across age groups rather than divide them.

Here are seven proven tactics for engaging a multigenerational workforce in ways that foster collaboration, trust, and long-term success, ensuring every generation works together in unison.

1. Embrace Flexible Work Models

Workplace flexibility is one place where all employees agree—across the board, they want hybrid options. But Robert Half research found that not all generations envision remote work options the same in practice.

While Boomers (56%), Gen X (49%), Millennials (46%), and Gen Z (50%) all name work-life balance as a top priority, a higher percentage of younger generations see autonomy to choose when and where they work as important. Conversely, a higher number of Boomers desire purposeful in-person work.

Fortunately, it’s possible to please everyone in this case with flexible working arrangements. Many leading organizations across industries are adopting flexible work models that incorporate in-person, remote, and hybrid work environments that give employees and managers options to operate whichever way is optimal for their work.

2. Design Inclusive Learning and Development Programs

Career growth isn’t one-size-fits-all. From early-career employees eager to build skills to late-career professionals looking to reskill or mentor others, learning and development should meet people where they are.

To provide these opportunities and better retain top talent, leaders are focusing more on upskilling, reskilling, and internal mobility—facilitating employee movement within the company. The benefits are clear: A recent Workday survey found internal hires are 80% more likely to be high performers because they understand the culture, have institutional knowledge, and ramp-up faster than external candidates.

Retaining employees of different ages and keeping them at your organization increases the value your workforce can deliver over time. Workday found the large majority of organizations are putting more focus on internal mobility and the processes supporting it for this reason.

3. Build a Culture of Belonging

Culture and 360-degree employee experiences are growing in importance. Younger generations don't just desire to work for organizations with strong culture—they often won't consider working for those without it. Further, companies with strong culture see higher returns, translating to more growth and overall success.

Multigenerational workforces certainly won't agree on everything when it comes to creating a culture. What matters most is creating a sense of belonging for everyone and fostering psychological safety so all employees feel supported.

4. Leverage Technology That Works for Everyone

Tech is often seen as a generational dividing line, but it doesn’t have to be. While new technologies may come more intuitively to younger generations, employees in every age group say they want to use them where they add value. Studies show Boomers even have "early adopter attitudes" to learning and using new technologies in their lives, refuting the stereotypes that older employees resist tech adoption at work.

This presents a unique opportunity for organizations to flip traditional workplace mentorship programs on their head. Where older generations have always been able to transfer wisdom and institutional knowledge to younger employees, now younger generations can drive learning and adoption of new technologies that come naturally to them.

Beyond this, companies can bridge generational technology skill gaps by seeking intuitive tools with user-friendly UX, making it easier for employees at all skill levels to navigate new technology with more confidence.

5. Customize Communication and Feedback

Feedback and performance measurement norms have evolved greatly over the years. While Gen X and Boomer employees may be more accustomed to (or even prefer) standardized performance reviews and direct feedback, many younger employees are looking for more transparent, ongoing, and open communication.

But no matter the format, there's no question that feedback drives better performance. A Gallup study found that 80% of employees who received recent, meaningful feedback were fully engaged.

To provide this to a multigenerational workforce, a multichannel approach is often needed. For example: Quarterly reviews may be paired with more frequent, honest conversations between managers and their direct reports to ensure that no one is surprised when it's time for the official meeting.

6. Offer Benefits That Reflect Different Life Stages

One often-overlooked way to engage employees across generations is through benefits design that factors in a range of diverse experiences. Different age groups prioritize different types of support—from student loan repayment and fertility benefits to retirement planning and elder care resources.

Flexible, choice-based benefits plans are often designed so that they both keep costs under control for employers and deliver on what employees at different stages of life need most. A study by TIAA, for example, cited a model used in the Netherlands called Employee Personal Choice Budget, where employees could choose some benefits based on a preset budget that was part of their total compensation package.

In a working world where wellness is an increasing priority for all employees, this kind of personalized offering can be a real competitive advantage for attracting and retaining top talent.

7. Support Purpose-Driven Work

Feeling a sense of purpose at work is a priority for today's employees. Deloitte found that 9 in 10 Millennials and Gen Zers say purpose is important to their job satisfaction and personal well-being.

And since the pandemic in 2020, even generations who may have traditionally separated their personal and professional lives (namely Boomers and Traditionalists) are giving it thought. McKinsey reports that two-thirds of all U.S. employees say they reflected on their sense of purpose after the pandemic, and half re-evaluated the kind of work they do because of it.

McKinsey goes on to note that purpose-driven work has real benefits—greater employee engagement, stronger loyalty, and a higher likelihood to recommend the company to others.

Employers who are transparent about company mission and values, making them a visible and active part of how the company operates, can help employees align their own values to the organization. Beyond that, communicating clearly about how individual and team work contribute to larger goals—and celebrating wins when that happens—can affirm a sense of purpose for employees of all ages in their roles.

Looking Ahead: Building a Multigenerational Talent Pipeline

Today’s generational diversity isn’t a short-term phenomenon—it’s the shape of the workforce for years to come. With Gen Z rising fast, Millennials stepping into senior leadership, and Boomers extending their careers, organizations must build long-term strategies that reflect the full arc of generational talent.

That means moving beyond reactive engagement tactics and toward forward-thinking, future-ready, total workforce management. It requires data-rich systems that give leaders visibility into skills, interests, and career goals across their organization. And it calls for a talent strategy grounded in flexibility, equity, and inclusion so people of every generation see a path forward.

Workday makes this possible by unifying workforce data, powering skills-based development, and supporting inclusive people practices. When organizations can understand their talent—and respond to it in real time—they’re better equipped to adapt, grow, and inspire.

Employee support for organizational change is in huge decline. Empower your managers to take decisive action and lead transformation at every level of your business with the findings from this Workday report.