The document discusses managing a multigenerational workforce, as this decade will see 5 generations working together for the first time in history. It provides tips for managing each generation - Traditionalists, Baby Boomers, Gen X, Millennials, and Gen 2020. Each generation is characterized and their values discussed. Recommendations are provided for how to lead each generation effectively through dos and don'ts. The challenges of a multigenerational workforce are also briefly touched on.

1. MANAGING
THE MULTIGENERATIONAL
WORKFORCE

2. According to the Harvard Business Review, this decade brings with it
the first time in history that

3. According to the Harvard Business Review, this decade brings with it
the first time in history that
5 DIFFERENT GENERATIONS WOULD
START WORKING TOGETHER, SIDE-BY-SIDE.

4. According to the Harvard Business Review, this decade brings with it
the first time in history that
5 DIFFERENT GENERATIONS WOULD
START WORKING TOGETHER, SIDE-BY-SIDE.
The Traditionalists Baby boomers Gen X The Millenials Gen 2020

5. HERE ARE A FEW TIPS TO
NAVIGATE THIS COMPLEX
LEADERSHIP CHALLENGE

6. THE TRADITIONALISTS
(Born before 1946)
WHO ARE THEY?

7. THE TRADITIONALISTS
(Born before 1946)
WHO ARE THEY?
• Grew up in tough economic times, followed
by prosperity

8. THE TRADITIONALISTS
(Born before 1946)
WHO ARE THEY?
• Grew up in tough economic times, followed
by prosperity
• Value authority, tradition, and contributing
to the common good

9. THE TRADITIONALISTS
(Born before 1946)
WHO ARE THEY?
• Grew up in tough economic times, followed
by prosperity
• Value authority, tradition, and contributing
to the common good
• Loyal employees with strong work ethic

10. THE TRADITIONALISTS
• Show respect for their point of view
when managing change or ambiguity
DO’S:

11. THE TRADITIONALISTS
• Show respect for their point of view
when managing change or ambiguity
• Offer subtle, personal recognition
for a job well-done
DO’S:

12. THE TRADITIONALISTS
• Show respect for their point of view
when managing change or ambiguity
• Offer subtle, personal recognition
for a job well-done
• Lean on their experience
and facilitate opportunities
for mentorship
DO’S:

13. THE TRADITIONALISTS
• Show respect for their point of view
when managing change or ambiguity
• Offer subtle, personal recognition
for a job well-done
• Lean on their experience
and facilitate opportunities
for mentorship
DO’S: DON’TS:

14. THE TRADITIONALISTS
• Show respect for their point of view
when managing change or ambiguity
• Offer subtle, personal recognition
for a job well-done
• Lean on their experience
and facilitate opportunities
for mentorship
• Show a lack of respect for the
“chain of command” or hierarchy
in your organisation
DO’S: DON’TS:

15. THE TRADITIONALISTS
• Show respect for their point of view
when managing change or ambiguity
• Offer subtle, personal recognition
for a job well-done
• Lean on their experience
and facilitate opportunities
for mentorship
• Show a lack of respect for the
“chain of command” or hierarchy
in your organisation
• Leave room for ambiguity when
communicating what needs to
be done
DO’S: DON’TS:

16. THE TRADITIONALISTS
• Show respect for their point of view
when managing change or ambiguity
• Offer subtle, personal recognition
for a job well-done
• Lean on their experience
and facilitate opportunities
for mentorship
• Show a lack of respect for the
“chain of command” or hierarchy
in your organisation
• Leave room for ambiguity when
communicating what needs to
be done
• Fail to establish the procedures and
processes that help create a stable
consistent working environment
DO’S: DON’TS:

17. It’s important to be aware of generational
tension among colleagues. It’s your job to help
your employees recognise that they each have
distinct sets of skills and different things they
bring to the table.
– JEANNE C. MEISTER: COAUTHOR, THE 2020 WORKPLACE.

18. BABY BOOMERS
(Born between 1946 and 1964)
WHO ARE THEY?

19. BABY BOOMERS
(Born between 1946 and 1964)
WHO ARE THEY?
• Highest divorce rate in history

20. BABY BOOMERS
(Born between 1946 and 1964)
WHO ARE THEY?
• Highest divorce rate in history
• Value equal rights, teamwork,
and personal growth

21. BABY BOOMERS
(Born between 1946 and 1964)
WHO ARE THEY?
• Highest divorce rate in history
• Value equal rights, teamwork,
and personal growth
•Highly driven and most likely to
work overtime

22. • Communicate the bigger picture to
show them why their work matters
DO’S:
BABY BOOMERS

23. • Communicate the bigger picture to
show them why their work matters
• Offer them opportunities to take
the lead on high-value projects with
diverse teams
DO’S:
BABY BOOMERS

24. • Communicate the bigger picture to
show them why their work matters
• Offer them opportunities to take
the lead on high-value projects with
diverse teams
• Offer them tangible, visual
recognition in the form of awards
or certificates
DO’S:
BABY BOOMERS

25. • Communicate the bigger picture to
show them why their work matters
• Offer them opportunities to take
the lead on high-value projects with
diverse teams
• Offer them tangible, visual
recognition in the form of awards
or certificates
DO’S: DON’TS:
BABY BOOMERS

26. • Communicate the bigger picture to
show them why their work matters
• Offer them opportunities to take
the lead on high-value projects with
diverse teams
• Offer them tangible, visual
recognition in the form of awards
or certificates
• Be closed off to their attempt to
challenge the status quo
DO’S: DON’TS:
BABY BOOMERS

27. • Communicate the bigger picture to
show them why their work matters
• Offer them opportunities to take
the lead on high-value projects with
diverse teams
• Offer them tangible, visual
recognition in the form of awards
or certificates
• Be closed off to their attempt to
challenge the status quo
• Make them feel like there’s no room for
growth - whether it be a promotion or
taking on more responsibility
DO’S: DON’TS:
BABY BOOMERS

28. • Communicate the bigger picture to
show them why their work matters
• Offer them opportunities to take
the lead on high-value projects with
diverse teams
• Offer them tangible, visual
recognition in the form of awards
or certificates
• Be closed off to their attempt to
challenge the status quo
• Make them feel like there’s no room for
growth - whether it be a promotion or
taking on more responsibility
• Forget to earn their buy-in to the bigger
picture, as well as your company’s vision,
mission, and broader strategy
DO’S: DON’TS:
BABY BOOMERS

29. Managing multigenerational workforces
is an art in itself. Young workers want to
make a quick impact, the middle generation
needs to believe in the mission, and older
employees don’t like ambivalence.
– HARVARD BUSINESS SCHOOL

30. GEN X
(Born between 1965 and 1976)
WHO ARE THEY?

31. GEN X
(Born between 1965 and 1976)
WHO ARE THEY?
• First generation not likely to be as
financially secure as their parents were

32. GEN X
(Born between 1965 and 1976)
WHO ARE THEY?
• First generation not likely to be as
financially secure as their parents were
• Value independence, work-life
balance and education

33. GEN X
(Born between 1965 and 1976)
WHO ARE THEY?
• First generation not likely to be as
financially secure as their parents were
• Value independence, work-life
balance and education
• Entrepreneurial spirits who believe in
working smarter, not harder

34. • Give them time to pursue outside
interests and be more than their job
description
DO’S:
GEN X

35. • Give them time to pursue outside
interests and be more than their job
description
• Create a casual work environment,
or schedule bi-weekly inspiration
sessions
DO’S:
GEN X

36. • Give them time to pursue outside
interests and be more than their job
description
• Create a casual work environment,
or schedule bi-weekly inspiration
sessions
• Reward them with time off or allow
them to work remotely every now
and then
DO’S:
GEN X

37. • Give them time to pursue outside
interests and be more than their job
description
• Create a casual work environment,
or schedule bi-weekly inspiration
sessions
• Reward them with time off or allow
them to work remotely every now
and then
DO’S: DON’TS:
GEN X

38. • Give them time to pursue outside
interests and be more than their job
description
• Create a casual work environment,
or schedule bi-weekly inspiration
sessions
• Reward them with time off or allow
them to work remotely every now
and then
• Enforce a rigid work schedule
or routine
DO’S: DON’TS:
GEN X

39. • Give them time to pursue outside
interests and be more than their job
description
• Create a casual work environment,
or schedule bi-weekly inspiration
sessions
• Reward them with time off or allow
them to work remotely every now
and then
• Enforce a rigid work schedule
or routine
• Fail to address signs of disengagement
early on - they will leave if not
stimulated
DO’S: DON’TS:
GEN X

40. • Give them time to pursue outside
interests and be more than their job
description
• Create a casual work environment,
or schedule bi-weekly inspiration
sessions
• Reward them with time off or allow
them to work remotely every now
and then
• Enforce a rigid work schedule
or routine
• Fail to address signs of disengagement
early on - they will leave if not
stimulated
• Micromanage or over-supervise
DO’S: DON’TS:
GEN X

41. Millennials are driving a fundamental change in
the way we think about corporate culture and
what we see as the potential for impact in the
social sector by both companies and employees.
– JEAN CASE

42. 6
THE MILLENNIALS
(Born between 1977 and 1997)
WHO ARE THEY?

43. 6
THE MILLENNIALS
(Born between 1977 and 1997)
WHO ARE THEY?
• Grew up in the digital age, typically as children of divorce

44. 6
THE MILLENNIALS
(Born between 1977 and 1997)
WHO ARE THEY?
• Grew up in the digital age, typically as children of divorce
• Value idealism, fun, and competition

45. 6
THE MILLENNIALS
(Born between 1977 and 1997)
WHO ARE THEY?
• Grew up in the digital age, typically as children of divorce
• Value idealism, fun, and competition
• Tenacious and ambitious but not necessarily focused workers

46. THE MILLENNIALS
• Surround them with bright, creative
future-oriented thinkers
DO’S:

47. THE MILLENNIALS
• Surround them with bright, creative
future-oriented thinkers
• Provide them with opportunities to
work on varied projects that develop
transferable skills
DO’S:

48. THE MILLENNIALS
• Surround them with bright, creative
future-oriented thinkers
• Provide them with opportunities to
work on varied projects that develop
transferable skills
• Reward them with time off and the
opportunity to work flexi-time
DO’S:

49. THE MILLENNIALS
• Surround them with bright, creative
future-oriented thinkers
• Provide them with opportunities to
work on varied projects that develop
transferable skills
• Reward them with time off and the
opportunity to work flexi-time
DO’S: DON’TS:

50. THE MILLENNIALS
• Surround them with bright, creative
future-oriented thinkers
• Provide them with opportunities to
work on varied projects that develop
transferable skills
• Reward them with time off and the
opportunity to work flexi-time
• Remind them of any form of
hierarchy or inflexibility in team
structure
DO’S: DON’TS:

51. THE MILLENNIALS
• Surround them with bright, creative
future-oriented thinkers
• Provide them with opportunities to
work on varied projects that develop
transferable skills
• Reward them with time off and the
opportunity to work flexi-time
• Remind them of any form of
hierarchy or inflexibility in team
structure
• Starve them of opportunities to
study part-time, or get involved in
corporate social initiatives
DO’S: DON’TS:

52. THE MILLENNIALS
• Surround them with bright, creative
future-oriented thinkers
• Provide them with opportunities to
work on varied projects that develop
transferable skills
• Reward them with time off and the
opportunity to work flexi-time
• Remind them of any form of
hierarchy or inflexibility in team
structure
• Starve them of opportunities to
study part-time, or get involved in
corporate social initiatives
• Be hesitant to let them take the lead
on projects in teams sooner, rather
than later
DO’S: DON’TS:

53. GEN 2020
(Born after 1997)
WHO ARE THEY?

54. GEN 2020
(Born after 1997)
WHO ARE THEY?
• Entire lives have been spent online,
they’re more socially aware than all
generations before them

55. GEN 2020
(Born after 1997)
WHO ARE THEY?
• Entire lives have been spent online,
they’re more socially aware than all
generations before them
• Value peer-to-peer recommendations,
collaboration, and making a
meaningful impact on the world

56. GEN 2020
(Born after 1997)
WHO ARE THEY?
• Entire lives have been spent online,
they’re more socially aware than all
generations before them
• Value peer-to-peer recommendations,
collaboration, and making a
meaningful impact on the world
• Likely to make cautious and considered
career decisions, with low levels of
organisational loyalty

57. DID YOU KNOW?
Generation 2020 are also called “Generation C”.
• always connected

58. DID YOU KNOW?
Generation 2020 are also called “Generation C”.
• always connected • always communicating

59. DID YOU KNOW?
Generation 2020 are also called “Generation C”.
• always connected • always communicating
• content-centric

60. DID YOU KNOW?
Generation 2020 are also called “Generation C”.
• always connected • always communicating
• content-centric • computerised

61. DID YOU KNOW?
Generation 2020 are also called “Generation C”.
• always connected • always communicating
• content-centric • computerised • community-oriented

62. DID YOU KNOW?
Generation 2020 are also called “Generation C”.
• always connected • always communicating
• content-centric • computerised • community-oriented
• always clicking

63. BY 2020, GENERATION C
WILL MAKE UP 40% OF THE
POPULATION IN THE U.S.,
EUROPE, AND OTHER BRIC
COUNTRIES, AND 10% IN THE
REST OF THE WORLD.

64. GEN 2020
• Bring them in on solving complex,
meaningful problems
DO’S:

65. GEN 2020
• Bring them in on solving complex,
meaningful problems
• Tread carefully in conflict
situations: they’re unlikely to
enjoy confrontation
DO’S:

66. GEN 2020
• Bring them in on solving complex,
meaningful problems
• Tread carefully in conflict
situations: they’re unlikely to
enjoy confrontation
• Reward by giving them opportunities
to make their voice heard, and
providing them with the tools they
need to turn their ideas into action
DO’S:

67. GEN 2020
• Bring them in on solving complex,
meaningful problems
• Tread carefully in conflict
situations: they’re unlikely to
enjoy confrontation
• Reward by giving them opportunities
to make their voice heard, and
providing them with the tools they
need to turn their ideas into action
DO’S: DON’TS:

68. GEN 2020
• Bring them in on solving complex,
meaningful problems
• Tread carefully in conflict
situations: they’re unlikely to
enjoy confrontation
• Reward by giving them opportunities
to make their voice heard, and
providing them with the tools they
need to turn their ideas into action
• Expect them to make decisions as
quickly as generations before them
DO’S: DON’TS:

69. GEN 2020
• Bring them in on solving complex,
meaningful problems
• Tread carefully in conflict
situations: they’re unlikely to
enjoy confrontation
• Reward by giving them opportunities
to make their voice heard, and
providing them with the tools they
need to turn their ideas into action
• Expect them to make decisions as
quickly as generations before them
• Badmouth your company or
colleagues around them - they will
convey their feelings to their peers
DO’S: DON’TS:

70. GEN 2020
• Bring them in on solving complex,
meaningful problems
• Tread carefully in conflict
situations: they’re unlikely to
enjoy confrontation
• Reward by giving them opportunities
to make their voice heard, and
providing them with the tools they
need to turn their ideas into action
• Expect them to make decisions as
quickly as generations before them
• Badmouth your company or
colleagues around them - they will
convey their feelings to their peers
• Engage them in more than 20%
menial work - these employees will
need to be cognitively stimulated 80%
of the time
DO’S: DON’TS:

71. THE TOP 4
THINGS TO REMEMBER WHEN
MANAGING THE MULTIGENERATIONAL
WORKFORCE:

72. THE TOP 4
THINGS TO REMEMBER WHEN
MANAGING THE MULTIGENERATIONAL
WORKFORCE:
Understand their
differences and use
their strengths to
your advantage
Adapt training and
development to
different styles of
learning
Tap into their
knowledge
and expertise
Focus on
collaboration

73. New talent needs to respect and assimilate,
while established talent needs to adjust and
remain flexible. Companies should challenge
their employees to rise above generational
differences, think outside their comfort zone
and tackle problems together.
– RICH MILGRAM, CEO OF CAREER NETWORK BEYOND.COM

74. ARE YOU READY TO LEAD A
MULTIGENERATIONAL
WORKFORCE?

75. ARE YOU READY TO LEAD A
MULTIGENERATIONAL
WORKFORCE?
TO LEAD, YOU NEED TO LEARN.

76. BROWSE OUR SHORT COURSE PORTFOLIO
TO LEARN MORE.
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