How do you tailor your engagement efforts to different generations?

As an HR, employee role, time, efforts and purpose of the indivudual needs to be studied to understand the generations and their engagement needs. We have to diversity the engagement strategies in such a way that each individual is connected to some or other activities and it should automatically drive the participation , thats where purpose comes into play.

To tailor engagement efforts across generations: Millennials and Gen Z: Focus on career development, tech integration, and meaningful work. Gen X: Emphasize work-life balance, recognition, and opportunities for advancement. Baby Boomers: Highlight stability, respect, and mentorship opportunities. Use diverse communication channels and customize benefits to address the unique values and expectations of each generation for more effective engagement.

Generationsunterschiede sind in der Wissenschaft umstritten. Oft sind den neuen Generationen zugeschriebene Bedürfnisse auch für andere relevant und eher gesellschaftlich geprägt. Statt sich auf Generationen zu fokussieren, empfiehlt es sich, Mitarbeiterpersonas zu entwickeln. Diese repräsentieren diverse Bedürfnisse innerhalb der Belegschaft und ermöglichen die zielgerichtete Entwicklung maßgeschneiderter Maßnahmen. Diese differenzierte Herangehensweise fördert nicht nur eine präzisere Ansprache der Mitarbeiter, sondern trägt auch zur Schaffung eines inklusiven Arbeitsumfelds bei, was die Personalentwicklung effektiver gestaltet und zu einer positiven Organisationskultur beiträgt.

Apart from understanding generational differences, it’s also important to recognise generational similarities. Some of the motivations of every generation are actually the same but are just displayed differently so finding that common ground will allow you to design initiatives that would cater to the needs of every generation.

We currently have 5 and soon to be 6 different generations in the workplace. People are working longer and starting work sooner. It is vital to have a good level of understanding about the difference perspectives on what is important to people but be careful not to fall into a trap of generalising too much. Asking your people what is important to them is a good start but from an HR perspective thinking about stage of career or stage of life might help personalise engagement activities - meeting people where they are

As a foundation, your message and tone should be clear, consistent, and transparent. Those key things extend from generation to generation. Your audience can tell when a message comes across as inauthentic, so start with that from the beginning.

I would add that it's important not to make assumptions about how each generation prefers to receive information, as there are always exceptions. Show your staff that you care and that you're willing to learn by ASKING them what type of communication style they prefer. Not only will this ensure your success in engaging with them, but it already helps them feel more comfortable and acknowledged.

I would also keep in mind that a good communication strategy has multiple channels, to appeal not only to generational styles but to specific individual preferences. More communication is almost never a bad thing!

Having communication adapted in different ways is not only the right thing to do for different generations but also for inclusion (thinking Neurodiversity) Always ask yourself....is it more reasonable to ask your whole workforce to all adapt how they like to receive information for you or is it more reasonable for you to try and adapt to the various needs of your employees by giving choice in how they consume information.

Feedback is critical, but it has to be meaningful. 'You did a great job', might sound good but it doesn't really give detailed feedback on what in particular the person did well, so that they know what to keep doing in the future. We need to be as concrete and evidence based as possible. Eg "That presentation was really impactful, especially when you used a metaphor to explain the concept of ...."

One way to offer feedback and recognition is for managers to talk to their individual direct reports about their preferences for receiving feedback and recognition. That way the manager knows the best way to communicate with that individual.

This is another example of a topic a manager should have a conversation with their employee about - what kind of development opportunities is the employee interested in? What are their personal goals and professional goals? From there, if the organization has a range of options, the manager can help direct to the best option.

Average length of service is a hot topic in this modern workforce with jobs for life not being a thing for many people anymore. HR teams might have to accept that they will not be able to keep their best performers for life (especially if they are of a younger generation) so instead of worrying about that, try and switch focus to making sure you get the best out of them whilst you have them. Develop them, stretch them and give them a chance to shine. Treat them well enough so if they do leave and go and gain experience somewhere else, they might well decide to come back in a few years time. The time they spend with you- see if you can work them to revolutionise your organisation

Inclusion is critical. Ideally, you’ll apply a co-design approach with participation from each generation across your workforce, so the employees can help to optimise the alignment of engagement strategies with the needs, interests and preferences of the group, allowing for differentiation to target sub-cohorts where that makes sense.

Quite often a lot of focus goes on to the younger generations but remember people are working for longer than ever before as well. Creating a workspace where the older generations can also add value is critical. Thinking about job design, how and where you advertise roles, the imagery you have on your careers website etc. Is this accessible and appealing to all the generations or does it put people off

Generational segmentation of engagement data might be useful for getting a view of how different age ranges view your culture... However, the ranges are very broad, so it is important that we do not start creating generalised statements like "Gen X like to be treated in this way" Life stages is important to overlay and someone who is a boomer could find themselves facing the same challenges as a Gen Z because their life situations have changed We have seen since generations have become popularised that how you feel as a millennial becomes your identity, even 20 years after you have moved on with your life to a different stage Interesting stats to be considered

More of an issue than the generational divide itself is the concern that different generations don't know how to talk to each other, so don't bother. This works young to old and old to young, and too much time and energy are spent trying to be someone different. Recognise differences certainly, but doing let age become a 'thing', and focus on tried and tested communication approaches that have spanned generations. You won't go wrong.

Don't assume managers and leaders know what they are doing. Two key skills for leaders in a multi generation workforce are empathy and flexibility. Some people have these skills naturally but a lot will not so show your leaders the way by upskilling them to be better for the whole workforce

Customize engagement strategies by recognizing and respecting generational preferences, tailoring communication methods and recognition styles accordingly. Utilize AI insights and tap into the diverse perspectives of the LinkedIn community to continually refine approaches, ensuring inclusivity and relevance across all generations.