跨越世代的员工激励

Meeting the needs of different generations in today’s workplace. Table of Contents Introduction 3 Major Challenges Happening Now4 Generational Differentiators and Fears6 Analytics: Unlocking the Secrets to Success9 Personalization Drives Strategy10 HR Strategies and Solutions11 Introduction. HR and business leaders today face more diversityin the workforce than ever before, particularlygenerational diversity. With that reality comes the challenge of figuring out how to createa workplace where engagement, loyalty, and productivity are high,despite the differences among those demographic groups. This report,originally written byHR Executiveonline magazine and updated byWorkday, explores the challenges and opportunities that come with anintergenerational workforce. Millennials and Gen Z willmake up more than 60%of the workforce by 2031 Currently, there is consensus that five distinct generations are active inthe global workforce. Apart from the small percentage of Traditionalists(born 1922-1945) still working, the workforce is currently composed of BabyBoomers (1946-1964), Gen X (1965-1980), Gen Y/Millennials (1981-1996),and Gen Z (1997-2012). According to EY’s “2025 Workforce Benefits Study,” as Baby Boomersretire and Generation X ages, Millennials and Generation Z are projectedto comprise a significant majority of the workforce within the next decade.In fact, while Baby Boomers and Gen X workers are staying in the workforcelonger, the U.S. Bureau of Labor Statistics estimates that Gen Z workersnow outnumber Baby Boomers, and Millennials and Gen Z representthe majority of workers and will make up more than60% of the workforceby 2031.1 As an offset of this, global HR leaders and their organizations must discernhow to engage a workforce built around this layer cake of generations,each with its own defining characteristics, values, and attitudes shapedby the formative events of their time. Plus, even when factoring in eachgroup’s differences, there are also commonalities across generationallines that must be considered in areas such as talent engagement,learning, recruiting, benefits, retention, and other HR-driven scenarios. “Companies need to create and execute integrated talent and learningstrategies to invest in, engage, retain, and develop their workforce ininnovative ways,” says Michael McGowan, former managing director andpractice leader of leadership and talent at Bravanti (formerly BPI group).“It’s that simple. Though in practice, it’s much more complicated.” Major challengeshappening now. Diane Belcher, vice president of strategy enablement at Harvard BusinessPublishing (HBP), says the primary challenge in engaging a multigenerationalworkforce is that these groups, more often than not, differ in how theyapproach work/life balance, career growth, loyalty, authority, and other issuesthat affect an organization. She adds that HR and business leaders have animportant role in creating common ground across their teams, helping themleverage their collective strengths. “With a multigenerational workforce, it can be challenging to find the bestway to motivate a team, organize work, or even recognize successes whenpriorities vary so widely,” Belcher explains. For instance, Belcher says, withina team, half may crave collaboration, while the other half wants to work solo.Some may rapidly adopt new tools and experiment with technology, whileothers find the pace of digital transformation overwhelming. “One employee may indicate that they need more coaching anddevelopment, while another seems uncomfortable when given feedback,”Belcher says, adding that two of the strongest shifts propelling workplacechange are the rise of Millennial employees into leadership roles and theentrance of Gen Z into the workforce. These shifts are ultimately puttingpressure on traditional leadership approaches and radically shiftingexpectations regarding work and learning. For example, one such issue is team structure and dynamics. “We arestarting to see a shift where leaders are younger than the people on theirteams,” Belcher says. A 2023 study by theUniversity of Washingtonexplores this statusincongruence that can result from shifts in organizational structure,particularly in instances where promotions are based on merit rather thanseniority. In 2020, 40% of workers in the United States had a boss youngerthan them—an increase from 38% in 2014 and 34% in 2012. Additionally,the average age of managers is 45 years old, which is younger than 50%of their direct reports.2 The state of skillsacross generations. How are leaders thinkingabout skills? Concerned about a looming skillsgap by 2028: Research from Glassdooralso highlights this shift. In 2025, the oldest membersof Gen Z will turn 28. While Gen Z workers currently make up just under 20% ofthe workforce, they’re quickly moving into leadership roles—with one in tenmanagers expected to be a member of Gen Z in 2025.3 Belcher notes that a “State of Leadership Develo