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Topic: Culture

5 ways to connect with multigenerational workforces

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Through a haze of selfies and twitter updates, it might come as a surprise to some about managing multigenerational workforces that when it comes to being recognised for their hard work, the “generations” are remarkably similar.

A recent global study by the O.C. Tanner Institute found that employees, regardless of age, are more engaged, driven, and connected to the company when they’re recognised for their contributions. They have better work relationships too.

Statistics from the study highlight the value of recognition across generations:

Drive and determination

Strong Recognition Programs: 88% of employees ages 25-44 and 89% of those ages 45+ report feeling a high sense of drive and determination.

Weak Recognition Programs: A mere 41% of ages 25-44 and 47% of those ages 45+ experience a high level of drive and determination.

Company connection

Strong Recognition Programs: 79% of employees age 25-44 and 84% of those feel a strong connection to their organisation.

Weak Recognition Programs: Only 32% of employees ages 25-44 and 39% of those 45+ feel a strong company connection.

In addition to the value of recognition regardless of age, to ensure your recognition is effective, there are important generational nuances managers should account for, as shown in the following five best practices:

1. Deepen engagement by holding younger employees accountable and building trust for older workers.

Towers Watson research shows that regardless of age, the top driver of employee engagement is a “sense of opportunity for development in the organisation and that the company cares about me.”

However, the number two driver of engagement for younger workers (ages 25-44) is a sense that employees are held accountable for their work. Younger workers want to know their work will get noticed and see how it makes a difference for the company and their careers. For older workers (ages 45-64), a feeling of trust for leaders and respect by leaders is the number two engagement driver. They need to feel that their company trusts them to perform, and trust that their managers support their decisions.

2. Motivate younger employees with promotions and formal recognition for their work. Motivate older employees with variety and autonomy. 

Across the board, employees are motivated by exciting, challenging work. But once that need is met, generational nuances matter. Younger employees (ages 25-44) want their work to be noticed by their peers, leaders and the organisation. Recognition and promotions help younger employees feel a sense of opportunity and well-being. Older employees (ages 45-64) want to feel secure within their organisation; variety and autonomy not only give them this feeling, but also allows them to feel empowered to make a difference.

3. Make sure recognition is meaningful for less experienced employees and based on performance for more experienced employees.

Less experienced employees (those under age 25) want recognition to come across as genuine and personal. More experienced employees (ages 26 and up) need their recognition to be specific, based on performance, and given for clear reasons.

4. Highlight unique ways less experienced employees contribute, and make sure recognition is given fairly for more experienced employees.

Employees want to be recognised and appreciated in a variety of ways. Less experienced employees want to be uniquely valued, preferring more spontaneous recognition. Recognition that appears to be given to younger workers to “check a box” or “because it’s their turn” is not meaningful. More experienced workers are less concerned with uniqueness and more concerned with recognition that is fair, based on performance, and earned. Because they typically have more senior positions/greater tenure, their award expectations are higher.

5. When planning career celebrations, keep in mind what would be most meaningful for each individual employee.

According to the O.C. Tanner Institute study, younger employees (ages 25-44) report wanting a more casual, party-like environment with opportunities to socialise, get away from the work location, and have greater management participation (but they’re sensitive to presentations that are generic and not personalised). Older employees (ages 45-64) are more comfortable with more corporate/formal presentations, family involvement and greater management participation.

By thoughtfully recognising and appreciating your multigenerational employees, you can better engage, motivate and inspire great work from them.

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