Understanding Your Multi-Generational Workforce: A Handy Guide
Understanding Your Multi-Generational Workforce: A Handy Guide

Understanding Your Multi-Generational Workforce: A Handy Guide

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Understanding the Multigenerational Workforce

The mastectomy boutique landscape is evolving. One of the most noticeable factors is a growing multi-generational workforce with unique perspectives and experiences with breast cancer.

In addition to the noted shift towards an aging population, the BLS has observed that more individuals are choosing to work beyond traditional retirement age:

  • Workers aged 55–74: 32% in 2000 vs. 39% in 2020
  • Workers aged 75+: 5.3% in 2000 vs. 8.9% in 2020

While these changes might appear minor, they signify a growing diversity in age groups within the workforce. People fresh out of high school collaborate with those surpassing the typical retirement age.

Generational Age Brackets

As of 2024, employees fall into five generational groups:

  • Silent Generation: 1928–1945, aged 78–95
  • Baby Boomers: 1946–1964, aged 59–77
  • Generation X: 1965–1980, aged 43–58
  • Millennials: 1981–1996, aged 27–42
  • Generation Z: 1997–early 2000s, aged below 26

The Pew Research Center underscores that events can shape people across generations, moving everyone collectively and affecting they current state of mind. Thus, think of terms like Gen Z, Millennial, Gen X, and Baby Boomer as reference points, not rigid facts.

Customized Recruitment for Diverse, Multigenerational Talent Pools

Baby Boomers (1946–1964)

Generally valuing dedication, Baby Boomers seek employers sharing their work ethic. Companies offering robust healthcare and retirement benefits tend to attract them. While they often remain with a company longer, Baby Boomers might still switch roles or retire.

Gen X (1965–1980)

As Gen X progresses into leadership roles alongside the rise of Millennials, focus on cultivating their strengths. They bring dedication and drive, with 86% valuing work-life balance and purpose. Provide a clear growth trajectory for them.

Millennials (1981–1996)

Making up 35% of the workforce, Millennials are committed employees, with 44% staying over three years. With this generation maturing, plan for their lasting impact on the workforce. Emphasize growth and purpose.

Gen Z (1997–Early 2000s)

Though reaching milestones later, Gen Z is engaged and values meaningful work. They thrive when they see how tasks align with goals. Authenticity and adaptability are their strengths. 2. Recognize and Foster Leadership Qualities

Harnessing Generational Strengths

  1. Cultivate qualities like collaboration for Baby Boomers, competence for Gen X, achievement and focus for Millennials, and authenticity for Gen Z.
  2. Leadership isn’t solely managerial—develop expertise too.
  3. Leverage Coaching for Holistic Employee Growth

Personalized coaching aids employees’ self-driven development, irrespective of generation. Managers guide goal-setting, skill enhancement, conflict resolution, and feedback exchange. 4. Tailor Stretch Goals for Personalized Growth

Collaborate with each employee to set individualized stretch goals. Enhance existing strengths with complementary skills using frameworks like SMART goals. Different generations approach goals differently:

  • Baby Boomers value recognition for deep skills.
  • Gen Xers appreciate autonomy and individuality.
  • Millennials aim for meaningful results.
  • Gen Zers focus on career growth and adaptability.

As you nurture your multi-generational team, remember that diversity in age brings rich perspectives, and tailoring strategies to individuals can lead to a harmonious and thriving workforce.

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