At present the active workforce is primarily an amalgamation of 4 generations: Baby Boomers (shifting gears to retirement), Gen X (hard working lot on the verge of early retirement), Millennial (on the cusps of leadership roles) and Gen Z (new digital entrants). As demographic landscape continues to evolve at the workplace, organizations are witnessing a rise in multigenerational workforce. India has 5% Baby Boomers (in retirement phase), 26% Gen X (planning for retirement), 54% Millennial (emerging leaders) and 15% Gen Z (workplace entrants). (Source: PWC Global Workforce Hopes & Fears Survey 2022). In certain cases, there may even be five generations working simultaneously. This means an employer today could easily have young graduates working side-by-side with grandparents.
“A multigenerational workforce is no longer an anomaly—it’s the new normal. The future belongs to organizations that can bridge the age divide.”
Workplaces are becoming more ethnically and racially diverse. Managing a multigenerational workforce involves viewing everyone as an individual, developing mentoring relationships, and checking your communication methods. Multigenerational workplaces can be extremely productive and dynamic, if leaders build a corporate culture that capitalizes on the strengths of each individual from every generation.
With Millennials poised to assume leadership roles and Gen Z—the most racially and ethnically diverse generation—expected to make up almost one-third of the workforce, it is essential to prioritize leadership transitions and welcome the digital natives. But is the world of work prepared for this change?
Millennials make up the highest population in the world and in workspace. Even though with short-term thinking about their career, their sense of purpose is more aspirational, finding ways to connect roles with each individual’s personal value. As leaders they want to create impact beyond business. They believe in learning through experiences – exposure to work variety, global assignments and job rotations. At the same time, they foster a mindset of constant learning, by practicing and perfecting.
Talent retention will continue to underpin business stability, especially where there is a current talent-skills mismatch in the market. The solution lies in these three trends:
Give future leaders growth opportunities to develop emotional intelligence, agility and self-awareness
Provide a strong and genuine sense of purpose
Take personal action to promote an empowering workplace culture
Focusing on these workplace aspects will take organizations even further in the future.
Some of the most common challenges of a multigenerational workforce are:
Differing priorities With a multigenerational workforce, employees span the full range of life stages. The key is not to recognize one as more important than the other. For example, flexibility for working parents—while offering such flexibility is great, it can’t be exclusive to employees with families.
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. For example, it’s a common assumption that boomers are keen to return to the office post-Covid, while younger generations want to stay remote or hybrid. However, workplace flexibility has proven to be a universal desire across all generations.
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 example, managers must communicate using various methods, pay attention to how each individual responds, and avoid rigid communication rules that might exclude others.
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 dismiss them as inexperienced. The key to avoiding this power dynamic is trust—built by getting to know one another as people. Managers should actively make space for all voices to be heard, especially in meetings.
“When leaders bridge generational gaps with empathy and action, they don’t just build inclusive teams—they future-proof their organizations.”
The range of priorities, expectations, and experiences that employees bring to the workplace is wider than ever. Global research suggests talent is thinking in months (not years) when it comes to career planning.
To successfully navigate change and retain high performers, leaders need to align their actions with a clear vision—and be proactive in understanding what their talent needs.
“An aligned sense of purpose, amazing workplace, inclusive team culture, beautiful collaboration spaces. And, most importantly, growth opportunities.”
It is inevitable that most employees will eventually leave. But if they have a better experience with your business, they will become stronger advocates for your brand—and they may return more experienced with even more to offer.
Workplace culture has been through countless iterations and innovations through the eras. What hasn’t changed from Henry Ford to today is what culture is: the sum of all our behaviours. Senior executives have a responsibility to model those behaviours appropriately if they expect to see them reflected in their workforce.
“The more leaders can show up fully human, the more they give space for others to show up.”
Korn Ferry’s research reveals that 65% of millennial workers would feel more inspired at a company with a strong ESG policy embedded within the business.
Millennials need exposure within an organization to work on different projects, receive mentorship from higher-ups, and be put in leadership positions to excel in their career paths. Otherwise, firms risk disengagement and drop-off.
A “multigenerational leader” is someone with the ability to lead a multigenerational team, build bridges, and adapt their leadership style to differing modes of working. It’s important to recognize that leaders themselves are becoming multigenerational, reflecting the wider trend toward leadership diversity.
By looking beyond the stereotypes and reviewing available research, we can observe an increasingly clear picture emerging around differences in preferences between generations.
The future of the workforce lies in embracing the diversity and strengths of each generation. By fostering an inclusive culture that values the unique contributions of Baby Boomers, Gen X, Millennials, and Gen Z, organizations can create a dynamic and productive environment.
Leaders must prioritize emotional intelligence, agility, and self-awareness, while providing growth opportunities and a strong sense of purpose. As we navigate the evolving workplace landscape, it is crucial to build bridges between generations, ensuring that everyone feels valued and empowered.
By doing so, we can harness the full potential of a multigenerational workforce and drive sustainable success for the future.
HR professional with nearly 19 years of diverse experience spanning both generalist and specialist roles across multinational companies in industries such as FMCG, pharmaceuticals, healthcare, oil and gas, chemicals, and construction. With deep commitment to aligning human resources strategies with broader business objectives, driving organizational transformation, and fostering a performance-driven culture.
Amanda Wade has been appointed as Global Head of Human Resources, MedTech at Johnson & Johnson. She brings over 20 years of experience in strategic HR, talent management,...
Akums installs a 600 kWp rooftop solar power plant in Haridwar, marking a major step toward sustainability and clean energy while reducing its carbon footprint.
Future Generali India Insurance receives DI-verse Certification at Purple Fest 2025 for its outstanding commitment to disability inclusion and accessible workplaces.
Ecom Express launches ‘Pragati’ to upskill over 4,000 employees in last-mile logistics, reinforcing its commitment to operational excellence and sustainable workforce development.
K Raheja Corp hosts ‘Wheels of Kindness’ under its volunteering policy, assembling and donating wheelchairs to Cheshire Homes while fostering teamwork and social impact.
