Multigenerational Workforce Integration

These workers are opting to retire instead of taking on artificial intelligence. They had planned on working for a few more years. But AI was a last straw. After rising for decades and then hovering around 40% in the 2010s, the share of Americans over 55 years old in the workforce has slipped to 37.2%, the lowest level in more than 20 years. The financial cushion of rising home equity and stock-market returns is driving some of the decline, economists and retirement advisers say. But for some older professionals, money is only part of the equation. They say they don’t want to spend the last years of their career going through the tumult of AI adoption, which has brought new tools, new expectations and a lot of uncertainty. In general, older Americans are less likely than younger counterparts to use AI, research shows. About 30% of people from ages 30 to 49 said they used ChatGPT on the job, nearly double the share of those 50 and older, according to a 2025 Pew Research Center survey of more than 5,000 adults. Baby boomers and members of Generation X also experienced the sharpest declines in confidence using AI technology, according to a ManpowerGroup survey of more than 13,900 workers in 19 countries. Luke Michel has already lived through two technology overhauls in his career, first desktop publishing in the 1980s and online publishing later on. But AI? He’s had enough. So when his employer, the Dana-Farber Cancer Institute, made an early-retirement offer to some staff last year, the 68-year-old content strategist decided to speed up his exit. Before, he had expected to work a couple more years. “The time and energy you have to devote to learning a whole new vocabulary and a whole new skill set, it wasn’t worth it,” he said. It isn’t that he’s shunning artificial intelligence—he is learning Spanish with the help of Anthropic’s Claude. But, at this point, he’s less than eager to endure all the ways the technology promises to upend work. “I just want to use it for my own purposes and not someone else’s,” he said. Lauren Weber and I report.

What Gen Z wants from work isn’t what baby boomers care about most - and vice versa. Here’s where the biggest generational gaps show up 👇 🕓 4 Day Week → 9.3% more important to baby boomers That’s not a typo. The 4 day week isn’t just a Gen Z wish list item - it’s actually more important to older workers. Think: energy management, better focus, and staying in work longer. 📍 Work From Anywhere → 11% more important to baby boomers Contrary to stereotypes, Gen Z aren’t the most travel-hungry. Older workers also value freedom and often have the disposable income to travel that younger workers don’t have yet. 🎓 Personal Development → 103.6% more important to Gen Z Early-career talent wants growth - not just jobs. Learning pathways and progression opportunities matter more than perks. 👨⚕️ Health Insurance → 40.4% more important to baby boomers Makes sense. Baby boomers are closer to retirement and value stability and security. 🧘 Mental Health Support → 71.9% more important to Gen Z With growing awareness of burnout, Gen Z expects proactive wellbeing strategies - not just an EAP buried in a handbook. 💡 Key takeaway: If your EVP is built on generational assumptions, you're missing the mark. If you want to attract and retain a truly multigenerational workforce, your workplace benefits, policies and employer brand need to reflect those nuances. → Want to dig into over 2 billion talent demand data points? Check what we’re doing out below #FutureOfWork #TalentIntelligence #EVP

"Gen Z is lazy" "Boomers are out of touch" "Millennials are needy" "Gen X doesn't care" How often do we hear stereotypes like these? And the reality is: they're dead wrong. But it IS true that people who started their careers at different times often want different things. And if you try to lead them all the same way, you'll fail. Each generation wants to do good work. Each generation wants to be respected. They just define those things differently. This sheet covers: ↳What each generation is misunderstood for ↳What they're actually like ↳What causes friction ↳And how to lead them well 🟦 Gen Z (1997–2012) 🟦 Misunderstood as: Entitled, soft, always on their phone But actually are: Clear on boundaries, inclusive, fast learners, eager to fix broken systems Common conflicts: "Why can't they just show up on time?" ↳Gen Z: We value output, not hours "They quit after 6 months" ↳Gen Z: Career growth > blind loyalty "They only communicate with emojis and DMs" ↳Gen Z: We move fast and meet people where they are [See graphic for how to lead them] 🟩 Millennials (1981–1996) 🟩 Misunderstood as: Indecisive, praise-hungry, too sensitive But actually are: Strong collaborators, meaning-driven, tech-savvy, resilient under pressure Common conflicts: "Do they need a trophy for everything?" ↳Millennials: We want feedback, not flattery "They want flexibility AND promotions?" ↳Millennials: You don't have to trade one for the other "Why do they always need a group decision?" ↳Millennials: We were taught collaboration is smart, not weak 🟥 Gen X (1965–1980) 🟥 Misunderstood as: Checked-out, resistant to change, emotionally distant But actually are: Self-reliant, focused on results, loyal when trusted, calm under pressure Common conflicts: "They never speak up in meetings" ↳Gen X: We don't talk to be heard, we talk when it matters "They're stuck in their ways" ↳Gen X: We've seen fads come and go and stick to what works "They want to be left alone" ↳Gen X: We want to be trusted, not micromanaged 🟫 Baby Boomers (1946–1964) 🟫 Misunderstood as: Technophobic, inflexible, stuck in the past But actually are: Long-view thinkers, loyal, strong relationship builders, wise mentors Common conflicts: "Why do they insist on phone calls?" ↳Boomers: That's how we build trust, voice to voice "They don't get Slack" ↳Boomers: We're open to tech - just show us how it helps "They resist every change" ↳Boomers: We ask questions because we've seen things break before Truth be told, generational labels are just patterns - not rules. You lead people, not stereotypes. But understanding generational differences can help you break default habits. Because what works for one person might totally miss for another. The best leaders? ↳They stay curious ↳They adapt ↳And they meet people where they are Which generation are you - by age or by traits? --- ♻️ Repost to help your network navigate generational differences. And follow me George Stern for more.

I'd like to call out some interesting generational differences in AI adoption within EY's recent agentic AI survey. Gen X (my generation!) managers are crushing it with agentic AI. 97% of Gen X managers using AI are confident in their abilities (highest of all) 77% usage rate (also highest) 94% confident they can effectively manage AI-augmented teams 93% believe managing hybrid human-AI teams incorporates "the best of both worlds" Meanwhile, Millennials seem to be facing somewhat of a confidence crisis. They're highly confident in their teams' ability to adapt (94%), but 62% worry they personally won't be good at supervising AI-augmented teams. Gen Z is optimistic but drowning. 90% are familiar with AI and excited about it, but 62% feel overwhelmed by the constant influx of new information and 78% cite lack of adequate training as a barrier. Boomers are taking the longest view - 57% say organizations should prioritize establishing clear ethical guidelines for senior leadership before scaling AI. So why might Gen X be so confident? The report offers this insight: "Managers in older generations feel greater pragmatism and clarity about this technology-driven transformation -possibly because they are more experienced with the epochal changes of the past." Gen X entered the workforce when PCs were just arriving at desks (I got my first PC in college). We lived through the internet revolution, watched email transform communication, survived the mobile disruption, and adapted to social media changing how businesses operate. We've learned something important - new technology doesn't replace everything, more often it transforms everything. And the people who thrive aren't the ones who resist or panic. They're the ones who start experimenting early, fail privately, and build pattern recognition. Gen X's AI confidence advantage comes from decades of accumulated experience with technological transformation. We can't ask Gen Z and Millennials to wait 20 years to develop that same intuition. This is exactly why AI fluency can't be left to self-directed learning. The skills that Gen X developed over multiple technology cycles - identifying and deconstructing problems, assessing work resources, delegation to new tools, iterative refinement - need to be taught explicitly and systematically. The good news is that these are teachable skills. They're the same management competencies we've always valued, just applied to a new class of work resources. The challenge is that we need to compress 20 years of technology transformation experience into focused training programs that give younger workers the frameworks Gen X developed through trial and error. The organizations that figure out how to bottle Gen X's pragmatic confidence and transfer it across generations will be the ones that will actually scale AI adoption successfully. Are you seeing any patterns across generations in your organization when it comes to AI adoption? #AI #FutureOfWork

74% of managers say Gen Z is the hardest generation to work with. I manage Gen Z. I am Gen Z. Here's my perspective 👇 I'm Gen Z. I manage Gen Z. And I see exactly what the reports describe. Gen Z changes jobs more frequently than previous generations. In our company? We have people who've stayed 3–5 years. Why? I don't fight who Gen Z is. I started building a company around who they are. According to data (Deloitte 2025, 23,482 respondents): → 89% of Gen Z want a job with purpose, not just a paycheck → 48% don't feel financially secure (up from 30% the year before) → More than half live paycheck to paycheck This isn't a lazy generation. It's a generation that grew up through crises. Recession, pandemic, war, inflation. Their whole adult lives have been defined by uncertainty. They've also seen their parents work themselves to exhaustion for little reward. Of course they want flexibility and financial safety. 💡 The biggest mistake companies make? They assume Gen Z doesn't want to work hard. Gen Z does want to work hard, but on their own terms. 59% believe AI skills are important for career advancement. But 86% say soft skills like communication, leadership, and empathy are even more critical. Gen Z isn't running away from work. They're running away from places where they can't grow. → What works in my company? Autonomy with accountability. Everyone knows what's expected of them, but has freedom in how to deliver it. We don't count hours. We count results. Financial and decision-making transparency. Everyone has access to all documents. Everyone sees where we stand. That builds trust. Flexibility as the default. Remote, asynchronous, at the hours that work for you. The purpose of work is clear. Everyone knows why we do what we do. ESOP for everyone. Everyone owns shares. You're not an employee, you're a co-owner. → The hardest part about managing Gen Z? They expect honesty. You can't lie to them with slogans like "we're a family" while paying minimum wage. Gen Z has the internet. They'll check your before sending a CV. You can't preach values and not live by them. They'll spot it in a minute and leave. Why do companies "have a problem" with Gen Z? Because Gen Z has a problem with companies that: – Pay less than it costs to live – Demand mentorship but give managers no time to mentor (managers spend only 13% of their time developing people) – Say one thing and do another Reports say "Gen Z is difficult." I see "Gen Z doesn't tolerate nonsense." 💭 My perspective as a Gen Z founder: They're a great generation for any organization that wants to grow. Fast, curious, honest, unafraid to speak their mind. But stop trying to fit them into 1990s systems. They won't stay 40 years in one corporation. They won't pretend work is their life. And that's okay. If your company "has a problem with Gen Z" maybe the problem isn't Gen Z. — Follow me (Wiktoria Wójcik) for more on Gen Z, gaming & product — from someone living it.

Digital health isn’t just a trend—it’s becoming the default channel for care delivery across generations. The latest 2024 Consumer Adoption of Digital Health Survey offers a compelling snapshot of how different generations are embracing virtual care, health tracking, wearables, and data-sharing. 🔍 Key insights: - Millennials lead in virtual care use (68%) and wearable ownership (66%), showing strong engagement as Digital Devotees. - Gen Z is proactive in tracking health metrics digitally (64%) and owning connected devices (60%). - Surprisingly, older generations—especially the Silent Generation—are the most willing to share data (90%) and trust provider-shared health info (76%). This generational shift reinforces what many of us in healthcare already see: digital health is not about age, it’s about mindset and trust. As we design the future of care, the challenge isn’t just technology—it’s creating connected, trustworthy, and inclusive digital experiences for everyone. #DigitalHealth #ConnectedCare #PatientEngagement #VirtualCare #HealthTech #FutureOfHealthcare #HealthcareLeadership #WearableTech #GenerationalInsights #RockHealth #CareRedesign #HealthEquity #DataDrivenCare #VirtualFirst #TrustInHealthcare

Finally, Australian organisations are realising that diversity, equity, and inclusion (DEI) work goes beyond gender, that all people have intersecting identities and our work must address these. Addressing ageism is crucial for genuine equality. Victoria's Gender Equality Act has allowed for consistent tracking of age data and it's analysis by gender. What have we learnt? We must: 🔍 Recognise the Impact: Ageism affects job opportunities and workplace culture, with significant pay gaps for older women. 🌐 Understand Generational Diversity: There are differences and similarities in the generations, we need to value the differences and foster the similarities to create a cohesive inclusive workplace 🚫 Challenge Stereotypes: Move away from generalisations. Focus on individual abilities and review recruitment processes for bias. This means actually unpacking the reasons people over 50 are not selected for roles. 🤝 Foster Intergenerational Collaboration: Encourage knowledge sharing and two way mentorship across generations to build a stronger, more inclusive team. 📚 Promote Lifelong Learning: Offer continuous development for all employees, aspiring leaders can be any age. Measure the age diversity of participants in professional development and leadership programs. 📑 Create Inclusive Policies: Have flexible work arrangements that are accessible for grandparents, people caring for parents, and people without caring responsibilities. Let's also not forget the impacts of menopause and peri-menopause - what is your workplace doing in this space? 🔗 Intersectionality: Consider ageism alongside sexism and racism. Our diversity, equity and inclusion work has to take into account different aspects of a persons identity and how that influences their opportunities and experiences. And age is one of those aspects that can really matter. Have you experienced ageism? What is your organisation doing to tackle it? Put your thoughts in the comments below. #Inclusion #AgeDiversity #WorkplaceEquality

𝗨𝗻𝗽𝗼𝗽𝘂𝗹𝗮𝗿 𝗼𝗽𝗶𝗻𝗶𝗼𝗻. 𝗡𝗼𝘁 𝗮𝗹𝗹 𝗚𝗲𝗻 𝗭 𝗮𝗿𝗲 𝘁𝗵𝗲 𝘀𝗮𝗺𝗲. Some deeply care for their work. I read the headlines like you do. Bias. Job hopping. Low engagement.  1. 31 percent of hiring managers say they avoid Gen Z candidates.   2. 36 percent admit bias against Gen Z, citing job hopping, weak professionalism, and low reliability.   3. Managers report stress working with Gen Z. One in four would avoid hiring them if they could. 𝗕𝘂𝘁 𝗼𝗻 𝘁𝗵𝗲 𝗴𝗿𝗼𝘂𝗻𝗱 𝗜 𝘀𝗲𝗲 𝘀𝗼𝗺𝗲𝘁𝗵𝗶𝗻𝗴 𝗲𝗹𝘀𝗲. When we give a clear goal, fast feedback, and a small piece of real ownership, many young teammates shine.  • They write things down.  • They ask why.  • They spot blind spots we miss. When we toss only tasks with no context, they switch off. That part is on us. 𝗪𝗵𝗮𝘁 𝗹𝗲𝗮𝗱𝗲𝗿𝘀 𝗰𝗮𝗻 𝗱𝗼 𝗻𝗼𝘄  • Set one outcome that matters. Explain the why.  • Give weekly feedback that is honest and kind.  • Pair a young owner with a steady mentor.  • Reward process and teamwork, not just hero moments.  • Keep flexibility high and standards higher. 𝗪𝗵𝗮𝘁 𝗜 𝗮𝘀𝗸 𝗳𝗿𝗼𝗺 𝗚𝗲𝗻 𝗭  • Show your work in writing.  • Ask for context when it is missing.  • Own one small result end to end.  • Share what you learned so the team gets faster. 𝗔𝗻𝗱 𝘁𝗵𝗲 𝘁𝗿𝘂𝘁𝗵 𝗶𝘀, 𝗚𝗲𝗻 𝗭 𝗶𝘀 𝘁𝗵𝗲 𝗻𝗲𝘅𝘁 𝗯𝗶𝗴 𝗽𝗮𝗿𝘁 𝗼𝗳 𝗼𝘂𝗿 𝘄𝗼𝗿𝗸𝗳𝗼𝗿𝗰𝗲. They are not a problem to fix. They are a promise to guide. If both sides move a little, the work gets better for everyone.

A manager recently told me she's stopped giving feedback to her Gen Z employees because she's afraid of the reaction. "They're just so sensitive," she said. I've heard a version of this sentiment in nearly every multigenerational leadership session I've run this year. Here's what I know after 20+ years of studying how generations navigate work: This is not a generational problem. It's a specificity problem. When managers walk on eggshells, they're usually conflating two very different things: 1) what to say and 2) how to say it. The "what" of giving feedback is the job of a manager. The "how" might need some adaptation. Gen Z employees aren't fragile. They're actually one of the most feedback-hungry generations I've encountered. They grew up in a world with instant ratings after every experience (Uber rides! Amazon products! The bathroom at LaGuardia Airport -- seriously!). Many have also had childhoods and teen years supported by actively involved parents, teachers, sports coaches, academic advisors, therapists and tutors. The problem isn't that a manager's feedback feels too direct. In my observation, it's that it is too vague to act on. Consider these two forms of feedback: "You need to improve your communication skills" -- lands like CRITICISM. "In tomorrow's meeting, try leading with your conclusion before you walk through all the supporting data" -- lands like COACHING. Same feedback. Entirely different conversation. The managers who are great at giving feedback aren't softer. They're more precise. If you're hesitating before a feedback conversation right now: be more specific, not more careful. That's what younger employees -- no, all generations of employees -- actually want from their leaders.