Navigating career development in a multigenerational workforce

Author: Caroline Green

With individuals from Baby Boomers to Generation Z bringing unique perspectives, aspirations and technological fluency, a "one-size-fits-all" approach to career development is no longer effective. Instead, fostering an environment of open communication, understanding and tailored support is paramount to unlocking the full potential of every employee, says career development expert Caroline Green.

Never before has there been such a diverse generational makeup in the workplace. This unprecedented mix provides opportunities as well as challenges when it comes to career development. Now more than ever, a person-centred approach to development is essential. Both line managers and HR have a crucial role to play in this.

Leave the stereotypes at the door

Organisations must understand that assumptions made about career aspirations based on generational stereotypes are at best counterproductive, and at worst discriminatory and potentially unlawful. The Equality Act 2010 covers protected characteristics including age, so there could be legal ramifications if you are found to be acting in a discriminatory way based on that. The recent case of Glenn Cowie, who was reportedly awarded a £35,000 payout after being replaced with a younger employee a year after his CEO had described him as an "old fossil", should serve as a stark reminder to all.

When it comes to career stage, it is imperative not to make any assumptions about what this could be simply based on an employee's age. An older employee does not automatically have a shorter career journey ahead of them than any younger counterpart. From financial pressures to life requirements, it is clear to see there is no "one-size-fits-all" approach to how long, or why, an individual may stay in work. 

Instead, line managers should initiate individual discussions with team members to gain insights into their career aspirations, goals and preferences. By fostering open communication, managers can better understand the diverse needs and motivations of each employee, paving the way for customised career development initiatives that cater to employees at all stages of their professional journey - a journey in which age may play a part, but no assumptions should be made about this.

In order to foster this positive environment of open communication, it is also important that HR and line managers create a culture of psychological safety. This will enable employees to feel comfortable with sharing their career aspirations, free from any concerns that they may be ridiculed or suffer a backlash over their future plans.

Seek out the commonalities

The thought of providing individualised development programmes can feel daunting for HR and line managers alike. However, it's important to remember that you can take a person-centred approach and still provide group development activities. Indeed, while tailoring development to individual requirements, there are still likely to be some overarching themes that resonate across all age groups and interests. Whether it's seeking opportunities for growth, skill enhancement or achieving work-life balance, the fundamental desire for career development is universal. What that development actually looks like, however, will vary from employee to employee, with age being only one of the potential factors. 

Recognising commonalities as well as differences ensures a culture of professional growth. It also reinforces the importance of prioritising career development initiatives that cater to employees at all stages of their professional journey. And starting with a person-centred approach means that employees feel empowered to develop their own career path rather than feeling a learning culture is being "done to them". 

Role-based development

As well as understanding individual career development requirements, it is imperative that HR supports both individuals and the whole organisation to look at role-based development. It is important to know what skills, experience and behaviours any role needs now and for the future.

For example, you may be aware that a customer service role will soon need to work with a new technology system that is being put in place and the employee will need the skills to work with it. While it is fair to assume that the younger generations in your workforce have grown up as digital natives, that does not automatically mean they won't need support with a new system or likewise that older generations will need more support. So cross-referencing role and individual development requirements will be crucial. As part of this, ensuring that all employees, whatever their past or future tenure, are appropriately skilled and reskilled as required will support the organisation.

Line manager support 

It sounds like a simple strategy but there are many nuances to its successful implementation, including the support given to line managers. HR plays a pivotal role in this by equipping them with the tools and resources necessary to navigate the complexities of a multigenerational workforce. Providing training on effective communication, conflict resolution and diversity management empowers managers to foster inclusive environments conducive to career development, including how to have career development conversations. These should be focused on the needs of the organisation and employee aspirations.

HR can also support line managers in other ways. While some employees may be keen to develop, grow and move on quickly, others are quite happy where they are. Both options may be fine, but a line manager will need to find strategies for developing their staff whichever of these camps they are in. An employee who has no desire to move on beyond their current position will still need career development - role requirements may change over time even for the same position. 

While it is important not to rely on lazy stereotypes, it is equally crucial to note where generational nuances exist. For younger generations coming into the workforce, there can be challenges around confidence. Sometimes this can be a case of lacking confidence in a new environment, and so requiring additional support from line managers. This is a good example of why psychological safety is so important. At other times there can be a sense of over-confidence and an expectation of being able to move up the career ladder quickly, whether an individual is ready or not, with no fear about moving on to another organisation if this does not happen.

In both scenarios, strong management support and good development conversations will help lay out what appropriate development and career progression looks like, when and how it should happen, and who is responsible for making it happen.

Development

How these development activities are delivered will also be a crucial consideration as common learning approaches have developed over time, from face-to-face training to more modern "on the job" and online learning techniques. Familiarising learners with these will again create a sense of psychological safety and instil a learning culture, whatever the age of the learner. 

Additionally, implementing mentorship programmes, where seasoned employees can share insights and guidance with younger colleagues, can also help foster cross-generational collaboration and knowledge transfer. This supports employees taking responsibility for their development and not relying exclusively on their line manager. However, initiating schemes such as reverse mentoring, where younger and less experienced members of staff can support those with a longer tenure, are just as important in creating an inclusive workplace and can often provide "fresh eyes" on common challenges. Just because something has previously been done in a certain way does not necessarily mean that should always be the case. 

These mentoring approaches are particularly useful for the development of both mentor and mentee, and encourage great collaboration across the organisation.

Collaboration

By working with their teams in these ways, HR plays a crucial part in supporting staff to recognise the inherent value of diverse perspectives, and in encouraging intergenerational collaboration as a catalyst for innovation and knowledge exchange. In doing so, organisations can harness the collective wisdom and creativity of their workforce while fostering a culture of mutual respect and continuous learning, whatever an employee's age or career stage.

Navigating career development in a multigenerational workforce requires a proactive and inclusive approach that transcends stereotypes and embraces diversity. By fostering open dialogue, understanding universal values, adapting to technological evolution, supporting line managers, creating engaging development opportunities and promoting intergenerational collaboration, organisations can cultivate a culture of continuous growth and innovation. This not only enhances individual career satisfaction but also drives organisational success in an ever-evolving workplace.

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