THE

THE MULTIGENERATIONAL WORKFORCE

INTRODUCTION:
THE MULTIGENERATIONAL WORKFORCE

CHAPTER 1:
COLLABORATION AND KNOWLEDGE SHARING ACROSS GENERATIONS

CHAPTER 2:
MANAGING DIFFERENT GENERATIONS

CONCLUSIONS:
WE ARE ALL INDIVIDUALS

2
INTRODUCTION
Traditionalists – born before 1946
Baby Boomers – born between 1946 and 1964
Generation X – born between 1965 and 1976
Millennials – born between 1977 and 1997
Generation Z – born after 1997
THE MULTIGENERATIONAL WORKFORCE
It will soon be commonplace INTRODUCTION – 01
to have up to five different
INTRODUCTION THE
generations of workers in the GENERATIONAL MYTH – 03
same organisation.
INTRODUCTION THE KEY
With retirement ages increasing and longer life
CHALLENGES – 05
expectancy, a generation that would previously
be retiring are now staying in the workplace, while CHAPTER 1: COLLABORATION
millennials will soon be the largest portion of the AND KNOWLEDGE SHARING
working population. ACROSS GENERATIONS – 6
What are the challenges associated with this? What
CHAPTER 2: MANAGING
do leaders need to understand about how each
generation works to maximise their productivity as
DIFFERENT GENERATIONS – 14
both individuals and as part of a team?
SUMMARY LEADERSHIP
In this month’s IMI Insights we look at the
multigenerational workforce, from how to
QUESTIONS – 19
collaborate and share knowledge better across
CONCLUSIONS – 20
generations, to managing the new culture where a
twenty-five-year-old may be managing someone
twice their age.
1
THE MULTIGENERATIONAL WORKFORCE
60% OF MILLENIALS
FEEL THEY HAVE LESS
JOB SECURITY THEN
THEIR PARENTS.
Allianz Millenial Survey, 2017
INTRODUCTION – 01
INTRODUCTION THE
GENERATIONAL MYTH – 03
INTRODUCTION THE KEY
CHALLENGES – 05
CHAPTER 1: COLLABORATION
AND KNOWLEDGE SHARING
ACROSS GENERATIONS – 6
CHAPTER 2: MANAGING
DIFFERENT GENERATIONS – 14
SUMMARY LEADERSHIP
QUESTIONS – 19
CONCLUSIONS – 20
2
INTRODUCTION

The INTRODUCTION – 01

Generational INTRODUCTION THE

Myth
GENERATIONAL MYTH – 03

INTRODUCTION THE KEY

By 2025, millennials will account for 75% of the
CHALLENGES – 05
global workforce, while all baby boomers will have
reached retirement age by 2030. CHAPTER 1: COLLABORATION
AND KNOWLEDGE SHARING
The big question is, does it matter?
ACROSS GENERATIONS – 6
There is little evidence that one generation acts,
behaves or has fundamental needs different CHAPTER 2: MANAGING
to another based on what era they were born mistaken) beliefs such as declining productivity, DIFFERENT GENERATIONS – 14
in. However, there is plenty of evidence that an lack of innovative thinking, inability to learn new
employee’s motivations and needs change as they technologies, etc.
SUMMARY LEADERSHIP
make their way through their career. A person in
their twenties cares less about pay than a person in
A study on generational differences in personality QUESTIONS – 19
and motivation concluded that “the generational
their forties with kids and a mortgage.
stereotypes that have been pervasive in CONCLUSIONS – 20
The myth around generations works both ways – management literature are not supported by the
and companies are guilty of disregarding their older results. Even when differences have been observed,
workforce based on several commonly held (and these have related more to age than generation.”

THE MULTIGENERATIONAL WORKFORCE 3

THE MULTIGENERATIONAL WORKFORCE

INTRODUCTION – 01

60%
OF WORKERS REPORTED
INTRODUCTION THE
GENERATIONAL MYTH – 03

INTRODUCTION THE KEY

INTERGENERATIONAL CHALLENGES – 05
CONFLICT

CHALLENGES
CHAPTER 1: COLLABORATION
AND KNOWLEDGE SHARING
ACROSS GENERATIONS – 6

CHAPTER 2: MANAGING
DIFFERENT GENERATIONS – 14

SUMMARY LEADERSHIP
QUESTIONS – 19

CONCLUSIONS – 20

4
 INTRODUCTION:
THE KEY CHALLENGES

There are significant challenges for managing

60% OF WORKERS a multigenerational workforce, even when we
remove the stereotypes. INTRODUCTION – 01
REPORTED THE PRESENCE For example, one standout change is the move
INTRODUCTION THE
OF GENERATIONAL away from seniority as a means of advancement
within an organisation and closer towards a
GENERATIONAL MYTH – 03
CONFLICT, WITH meritocracy. The biggest shift here is based on
INTRODUCTION THE KEY
OVER 70% OF OLDER new skills being required in today’s workforce –
particularly in technology – that allows younger CHALLENGES – 05
EMPLOYEES DISMISSING people to move up quicker on the value chain.
CHAPTER 1: COLLABORATION
THE ABILITIES OF THEIR An Ernest & Young survey of 1,200 professionals
found that 72% of respondents said they weren’t AND KNOWLEDGE SHARING
YOUNGER COLLEAGUES, comfortable with younger employees managing
older employees. This will likely become a more
ACROSS GENERATIONS – 6

AND NEARLY 50% OF common experience. CHAPTER 2: MANAGING

YOUNGER COLLEAGUES
DISMISSING THE ABILITIES
OF OLDER COLLEAGUES.
DIFFERENT GENERATIONS – 14
Other issues such as differing incentives and
rewards, preferred methods of communications
and knowledge sharing are indeed significant – SUMMARY LEADERSHIP
QUESTIONS – 19
particularly in large organisations – and require a
range of techniques to resolve.

Deloitte Millennial Survey, 2018 CONCLUSIONS – 20

THE MULTIGENERATIONAL WORKFORCE 5

THE MULTIGENERATIONAL WORKFORCE

INTRODUCTION – 01

INTRODUCTION THE

CHAPTER 1: GENERATIONAL MYTH – 03

INTRODUCTION THE KEY

COLLABORATION CHALLENGES – 05

AND KNOWLEDGE
CHAPTER 1: COLLABORATION
AND KNOWLEDGE SHARING
ACROSS GENERATIONS – 6

SHARING ACROSS CHAPTER 2: MANAGING

GENERATIONS
DIFFERENT GENERATIONS – 14

SUMMARY LEADERSHIP
QUESTIONS – 19

CONCLUSIONS – 20

6
CHAPTER 1:
COLLABORATION AND KNOWLEDGE SHARING ACROSS GENERATIONS

DO DIFFERENT GENERATIONS People do work well across generations. In

fact, teams are made significantly better by
WORK WELL TOGETHER? having members from different generations
INTRODUCTION – 01
– and they are happier and more engaged in
mixed teams too.
INTRODUCTION THE
In a survey of more than 32,000 McDonald’s GENERATIONAL MYTH – 03
UK employees, people who work with a

+10%
cross-section of ages registered a 10%
increase in happiness levels compared with
INTRODUCTION THE KEY
those who only work with their peers. Out of CHALLENGES – 05
a sample of 1,000 McDonald’s customers, the
majority (84%) said they like to see a mix of CHAPTER 1: COLLABORATION
ages in the restaurant team, and most (60%) AND KNOWLEDGE SHARING
expected better service as a result. ACROSS GENERATIONS – 6
Collaboration among older and younger
CHAPTER 2: MANAGING
EMPLOYEES WORKING WITH workers in the workplace has also been
found to boost the cognitive performance of DIFFERENT GENERATIONS – 14
MULTIPLE AGE GROUPS older adults and help foster positive social
REPORT A 10% INCREASE IN behaviour and a lack of egocentrism in
younger adults.
SUMMARY LEADERSHIP
QUESTIONS – 19
HAPPINESS COMPARED TO What are the differences in outcomes – such
THOSE WHO ONLY WORK as the decisions made by a collaborative CONCLUSIONS – 20
WITH THEIR PEERS. group – when you have a mixed age team?

THE MULTIGENERATIONAL WORKFORCE 7

THE MULTIGENERATIONAL WORKFORCE

THE CASE FOR We know teams make better decisions than

individuals – teams outperform individual
MULTIGENERATIONAL decision makers 66% of the time – and
INTRODUCTION – 01
decision-making improves as diversity within
TEAMS the team increases.
INTRODUCTION THE
BETTER DECISION-MAKING If we take all-male teams, they will make GENERATIONAL MYTH – 03
(VS AN INDIVIDUAL): better decisions 58% of the time (compared
to an individual). Compare this to a gender
diverse team which makes better decisions
INTRODUCTION THE KEY
GENDER 73% of the time. When we add diverse age CHALLENGES – 05
DIVERSE
TEAMS: groups, this rises to 80%. With geographical
diversity included, this rises to 87%. CHAPTER 1: COLLABORATION
73% Furthermore, decisions made and executed
by diverse teams delivered 60% better
AND KNOWLEDGE SHARING
ACROSS GENERATIONS – 6
GENDER AND
AGE DIVERSE
results.
TEAMS: GENDER, AGE
Why is this?
CHAPTER 2: MANAGING

80%
AND GEOGRAPHY:
DIFFERENT GENERATIONS – 14
87% Research shows that the answer is
straightforward: more diverse voices means
SUMMARY LEADERSHIP
ALL-MALE more perspectives, which leads to better
TEAMS: refined and more creative innovations. As QUESTIONS – 19

58% such, when building teams, leaders should

try to get as wide a variety of voices in the CONCLUSIONS – 20
room as possible, and that includes multiple
generations.
Forbes, 2017

8
CHAPTER 1:
COLLABORATION AND KNOWLEDGE SHARING ACROSS GENERATIONS

MANAGING UP TOP TIPS FOR MANAGING

OLDER EMPLOYEES: INTRODUCTION – 01
While multigenerational teams are clearly
better than uniform teams when it comes to
1. DO NOT DWELL ON DIFFERENCES INTRODUCTION THE
business outcomes, there are still challenges
in forming these teams and making them GENERATIONAL MYTH – 03
2. BUILD COLLABORATIVE
perform. One such challenge is the rise of RELATIONSHIPS
the young manager, leader and CEO. INTRODUCTION THE KEY
For the leader themselves, tactics such as
3. CREATE CHALLENGES – 05
being humble, communicating effectively, OPPORTUNITIES FOR
valuing an older worker’s experience, CROSS-GENERATIONAL CHAPTER 1: COLLABORATION
recognising their needs as being different to MENTORING AND KNOWLEDGE SHARING
yours, not adhering to stereotypes, etc. are ACROSS GENERATIONS – 6
all self-evident but difficult to follow. 4. CONSIDER LIFE PATHS
WHEN MOTIVATING CHAPTER 2: MANAGING
For the employees, the idea of a great leader
rarely differs, no matter what their age DIFFERENT GENERATIONS – 14
(more on this later).
For senior management at the very top, it is SUMMARY LEADERSHIP
incumbent on them to develop their people QUESTIONS – 19
as leaders and not assume that because they
have an advanced degree in AI, they will be CONCLUSIONS – 20
able to manage people.
Generally, leaders are made, not born.

THE MULTIGENERATIONAL WORKFORCE 9

THE MULTIGENERATIONAL WORKFORCE

REVERSE AND RECIPROCAL

MENTORING THOSE INTENDING
While we can confidently state that millennials, for
TO STAY WITH THEIR INTRODUCTION – 01

example, are not fundamentally different than baby ORGANIZATION FOR INTRODUCTION THE
GENERATIONAL MYTH – 03
boomers, we can say that both generations have had
different experiences.
MORE THAN FIVE
These differing experiences result in (current) skill levels in YEARS ARE TWICE INTRODUCTION THE KEY
certain areas being significantly different, and their frame
of references also being different. To close this natural gap,
AS LIKELY TO HAVE CHALLENGES – 05
many organisations are implementing reverse or reciprocal A MENTOR (68%) CHAPTER 1: COLLABORATION
mentoring.
THAN NOT (32%). AND KNOWLEDGE SHARING
As the name implies, reverse mentoring is the concept of a ACROSS GENERATIONS – 6
younger employee teaching a senior leader, typically in the Deloitte Millennial Survey, 2016
areas of new and emerging technologies. This allows the CHAPTER 2: MANAGING
senior leader to experiment and apply that learning to key
DIFFERENT GENERATIONS – 14
business challenges. Reciprocal mentoring takes it a step
further, becoming an exchange of new learnings for old
experiences. SUMMARY LEADERSHIP
When he was CEO at GE, Jack Welch was one of the early
QUESTIONS – 19
adopters of reverse mentoring – first doing it himself
with a junior employee before rolling it out to 500 of his CONCLUSIONS – 20
executives. HP, Cisco and Coca-Cola are other companies
that have initiated reverse mentoring programmes.

10
CHAPTER 1:
COLLABORATION AND KNOWLEDGE SHARING ACROSS GENERATIONS

REVERSE AND
SENIOR LEADERS
RECIPROCAL CAN BEGIN THEIR INTRODUCTION – 01
MENTORING: THE OWN EXPERIMENT INTRODUCTION THE
GROUND RULES IN REVERSE GENERATIONAL MYTH – 03
MENTORING BY
Mentoring is a powerful
development tool (rightly) being
FOLLOWING THESE INTRODUCTION THE KEY
used by businesses today. SIMPLE STEPS: CHALLENGES – 05
Any successful mentoring
CHAPTER 1: COLLABORATION
programme will have a strongly
defined purpose and a set of AND KNOWLEDGE SHARING
ground rules to follow. Just as ACROSS GENERATIONS – 6
importantly, it should be flexible
enough to change as it becomes 1 Make a list of 5 things you do not know but need to know. CHAPTER 2: MANAGING
more unique to your DIFFERENT GENERATIONS – 14
organisation. 2 Identify 1 or 2 items from the list that you are most likely
not to learn on your own or during your course of work.

3 Identify a junior colleague that has the expertise you need. SUMMARY LEADERSHIP
QUESTIONS – 19
4 Ask the junior colleague to mentor you.

5 Clarify where to meet, frequency, expectations, etc. CONCLUSIONS – 20

Prepare by identifying a set of questions before the first
6 meeting. (Do not be afraid to ask naive questions.)

7 Meet and mentor.

THE MULTIGENERATIONAL WORKFORCE 11

THE MULTIGENERATIONAL WORKFORCE

With movies like The Social Network

chronicling the rise of Mark Zuckerberg from
college to the boardroom, the image of the INTRODUCTION – 01
young entrepreneur has become a fixture
of our culture. It is also, in the main, very INTRODUCTION THE
misleading.
GENERATIONAL MYTH – 03
If leaders are looking for the next great
innovation within their ranks, it may come
INTRODUCTION THE KEY
from an unexpected place. Research shows
CHALLENGES – 05
that people aged between 55–64 years
are found to be the most entrepreneurial
workers across all age groups. CHAPTER 1: COLLABORATION
AND KNOWLEDGE SHARING
Even among the very fastest growing
ACROSS GENERATIONS – 6
new tech companies, MIT discovered that
the average founder was 45 at the time
CHAPTER 2: MANAGING
of inception. Furthermore, a 50-year-old
DIFFERENT GENERATIONS – 14
entrepreneur is nearly twice as likely to have
a runaway success as a 30-year-old.
SUMMARY LEADERSHIP
For leaders looking for the innovators within,
QUESTIONS – 19
they should look beyond the youngsters with
the fancy gadgets and towards people (of all
ages) with the fancy ideas. CONCLUSIONS – 20

12
CHAPTER 1:
COLLABORATION AND KNOWLEDGE SHARING ACROSS GENERATIONS

A PERSON
WHO IS 40 2.1X
IS
AS LIKELY
TO FOUND A
SUCCESSFUL
INTRODUCTION – 01

INTRODUCTION THE
GENERATIONAL MYTH – 03
START-UP AS
A PERSON INTRODUCTION THE KEY
WHO IS CHALLENGES – 05

25
“How Old are Successful Tech
CHAPTER 1: COLLABORATION
AND KNOWLEDGE SHARING
ACROSS GENERATIONS – 6

CHAPTER 2: MANAGING
Entrepreneurs?”, Kellogg, 2018
DIFFERENT GENERATIONS – 14

SUMMARY LEADERSHIP
QUESTIONS – 19

CONCLUSIONS – 20

THE MULTIGENERATIONAL WORKFORCE 13

THE MULTIGENERATIONAL WORKFORCE

INTRODUCTION – 01

INTRODUCTION THE
GENERATIONAL MYTH – 03

INTRODUCTION THE KEY

CHALLENGES – 05

CHAPTER 1: COLLABORATION
AND KNOWLEDGE SHARING
ACROSS GENERATIONS – 6

CHAPTER 2: CHAPTER 2: MANAGING

DIFFERENT GENERATIONS – 14

MANAGING SUMMARY LEADERSHIP

DIFFERENT
QUESTIONS – 19

CONCLUSIONS – 20

GENERATIONS

14
 CHAPTER 2:
MANAGING DIFFERENT GENERATIONS

INTRODUCTION – 01
HELPS OTHERS INTRODUCTION THE
LEADS BY SEE HOW
THEIR ROLES GENERATIONAL MYTH – 03
EXAMPLE
CONTRIBUTE
TO THE INTRODUCTION THE KEY
ORGANISATION CHALLENGES – 05

CHAPTER 1: COLLABORATION
AND KNOWLEDGE SHARING

IS THE IDEAL LEADER Interestingly, all generations agree

on the ideal characteristics that
ACROSS GENERATIONS – 6
ACCESSIBLE they want to see in a leader. CHAPTER 2: MANAGING
This is indicative of why, for DIFFERENT GENERATIONS – 14
ACTS AS A example, the myths around
COACH AND managing millennials in a different SUMMARY LEADERSHIP
CHALLENGES MENTOR way than other generations do not QUESTIONS – 19
OTHERS AND hold up. People want the same style
(Source:
HOLDS OTHERS of leadership, although they may
A Guide to Leading
ACCOUNTABLE CONCLUSIONS – 20
the Multigenerational want it to deliver different rewards
Workforce, Kenan- for them as individuals.
Flager, 2015)

THE MULTIGENERATIONAL WORKFORCE 15

THE MULTIGENERATIONAL WORKFORCE

REWARDS AND INCENTIVES

As needs change for an individual as they INTRODUCTION – 01
move through their career, so do the rewards
and incentives that they desire. However, INTRODUCTION THE
according to the 2018 Deloitte Capital GENERATIONAL MYTH – 03
Trends, only 8% of companies believe that
their rewards programme is “very effective”
at creating a personalised, flexible approach INTRODUCTION THE KEY
towards rewards for employees. CHALLENGES – 05
Organisations must avoid a one-size-fits-
all approach when it comes to rewarding CHAPTER 1: COLLABORATION
people. One company that has embraced the
personalisation philosophy is the outdoor
AND KNOWLEDGE SHARING
clothing company, Patagonia. ACROSS GENERATIONS – 6
From the moment of hiring, Patagonia
actively seeks out the rewards that matter to CHAPTER 2: MANAGING
an employee, from on-site childcare to time DIFFERENT GENERATIONS – 14
off for outdoor activities and volunteering
for environmental causes. Once hired, people
THE PERSONALISED SCHEMES HAVE NOT SUMMARY LEADERSHIP
have a menu of rewards to choose from.
QUESTIONS – 19
One popular programme, called 9/80, ONLY SPURRED “RIDICULOUSLY LOW
reconfigures the traditional 40-hour work (STAFF) TURNOVER” ACCORDING TO DEAN
week. By working nine-hour days Monday CONCLUSIONS – 20
CARTER, PATAGONIA’S VICE PRESIDENT
through Thursday, the company is able to
close the office every other Friday, giving OF HR, FINANCE, AND LEGAL, BUT ALSO
employees 26 three-day weekends a year. INCREASES IN PRODUCTIVITY.

16
CHAPTER 2:
MANAGING DIFFERENT GENERATIONS

MANAGING THE
TRANSITIONS “THE PEOPLE WHO WORK FOR YOU
AREN’T BUILDING A COMPANY FOR YOU, INTRODUCTION – 01
Age is but a number, but sometimes that THEY ARE BUILDING IT FOR THEMSELVES
INTRODUCTION THE
number is significant. It can be significant – THEY ARE THE CENTER OF THEIR OWN GENERATIONAL MYTH – 03
factually, such as a year before retirement UNIVERSE. JUST BECAUSE YOU ARE THE
age, or psychologically, such as being 39 CEO, DOESN’T MEAN THEY ARE COMING
years old (an age people typically take stock INTRODUCTION THE KEY
TO WORK EVERY DAY TO MAKE YOU
of their life). CHALLENGES – 05
HAPPY. THEY WANT TO BE HAPPY AND
Just like the individualisation of rewards and
IT’S YOUR JOB TO KEEP THEM THAT WAY.” CHAPTER 1: COLLABORATION
incentives mentioned in the previous section,
organisations should be aware of the life- Ben Lerer, Thrillist AND KNOWLEDGE SHARING
changing decisions being made by their ACROSS GENERATIONS – 6
employees all the time. From hiring through
to promotion (and firing), a company really CHAPTER 2: MANAGING
looking to engage its workforce will look for
DIFFERENT GENERATIONS – 14
positive touchpoints around those key dates.
For example, your company may get a cake
SUMMARY LEADERSHIP
for an employee’s birthday, but are they
then asked what they want to do for the QUESTIONS – 19
next year? As a new year approaches and
people might be thinking of switching jobs, CONCLUSIONS – 20
is your management team projecting a clear,
exciting vision for people to follow?

THE MULTIGENERATIONAL WORKFORCE 17

 THE MULTIGENERATIONAL WORKFORCE

CREATE A People across generations want to learn

through a coaching style and, indeed,

COACHING coaching and mentoring appeals most to

the oldest (50+ years old) and youngest
INTRODUCTION – 01

CULTURE learners (21–25 years old) out of all

age groups in the workplace (Source,
INTRODUCTION THE
GENERATIONAL MYTH – 03
Wainhouse Research).
There can be some anxiety from younger INTRODUCTION THE KEY
generations to interact personally with CHALLENGES – 05
their seniors, but this isn’t a result of the
smartphone age – it’s a result of being
CHAPTER 1: COLLABORATION
young. Even then, studies have found that
young workers find informal conversations
AND KNOWLEDGE SHARING
with subject matter experts extremely ACROSS GENERATIONS – 6
useful as a learning tool and should be
encouraged. CHAPTER 2: MANAGING
ONLY 20% DIFFERENT GENERATIONS – 14
The research shows that human
OF EMPLOYEES interactions should remain a key part of
SAID THAT THEIR learning within an organisation. With all the SUMMARY LEADERSHIP
QUESTIONS – 19
ORGANISATIONS DEVELOP tools available to us, a blended approach is
PEOPLE THROUGH ideal (for example, mid-career workers like
short video tutorials) and should be used CONCLUSIONS – 20
EXPERIENTIAL LEARNING expansively, but the human element should
Deloitte Global Human Capital Report, 2018 always remain at the centre.

18
THE MULTIGENERATIONAL WORKFORCE

SUMMARY LEADERSHIP
QUESTIONS INTRODUCTION – 01

1. Do different 2. Should I create 3. Where should 4. What style of

INTRODUCTION THE
generations work teams that have I look for leadership should I GENERATIONAL MYTH – 03
well together? multiple generations innovations? adopt?
in them? INTRODUCTION THE KEY
CHALLENGES – 05
Yes, and in fact they Absolutely. The more The best ideas All generations want
are more effective diverse voices in your will come from the same from their CHAPTER 1: COLLABORATION
when they do work team the better. multigenerational leaders. AND KNOWLEDGE SHARING
across generations. teams, and more
Replace the word
experienced
The ideal type of ACROSS GENERATIONS – 6
A gender diverse “Diversity” with leadership is one of
employees are
team will make better “Different Points of personalisation using a CHAPTER 2: MANAGING
more likely to bring
decisions 73% of the View” and you will coaching style. DIFFERENT GENERATIONS – 14
an innovation to a
time – an age and begin to see why it’s
profitable conclusion.
gender diverse team vital to create diverse,
will make better multigenerational SUMMARY LEADERSHIP
decisions 80% of the teams. QUESTIONS – 19
time.
CONCLUSIONS – 20

THE MULTIGENERATIONAL WORKFORCE 19

 THE MULTIGENERATIONAL WORKFORCE

CONCLUSION
Leading a diverse workforce through
a time of change is a challenge for all
senior executives, but it is also a critical

WE ARE ALL opportunity.

INTRODUCTION – 01
The traditional hierarchal and seniority INTRODUCTION THE

INDIVIDUALS
focussed method of moving up in an GENERATIONAL MYTH – 03
organisation is largely over, and this shift
will inevitably cause tensions. However, it
will also unleash a boom in innovation and INTRODUCTION THE KEY
new thinking as different ideas get mixed CHALLENGES – 05
together and put into action.
For senior leaders today, capturing this CHAPTER 1: COLLABORATION
transition and creating a truly engaged AND KNOWLEDGE SHARING
workforce across generations will give them ACROSS GENERATIONS – 6
a head start in the race to capture new and
expanding markets in this still emerging CHAPTER 2: MANAGING
digital economy. As our marketing arms
DIFFERENT GENERATIONS – 14
move towards hyper-personalisation for our
customers, so should our HR department
move towards hyper-personalisation of our SUMMARY LEADERSHIP
employees. QUESTIONS – 19
After all, we are all individuals.
CONCLUSIONS – 20

20
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