An approach that should apply across the board when addressing the generation gap is tailoring your offerings as an employer. 

The obvious example of this, and something that is increasingly a prominent part of the HR dialogue in the modern era, is rewards and benefits. 

The often touted idea when it comes to this is that a one-size-fits-all solution is not the answer, and the generation gap is a key rationale behind that.

In achieving this, the approach employers should first take is simply to communicate with and understand the workforce on a deeper level. 

In small and medium-sized organisations, it may be feasible and effective to arrange a short one-to-one conversation (conducted by a line manager or HR manager) with each employee. This will enable the employer to get a feel for the range of circumstances, needs, desires and ambitions that exist across the workforce, and then scrutinise that information to create more inclusive and relevant benefits, rewards and career development plans.

In larger organisations, a quick and effective way to achieve a similar result may be to distribute a short survey and collate the responses. 

The potential impact of this shouldn’t be underestimated. Research conducted in 2019 found that nearly three quarters (73%) of employees are calling for a more tailored benefits package. 

The study even offers insight into which types of benefits are most popular with different age groups. For instance, those who started working in the 1980s are most interested in medical and dental insurance, whereas Generation Z workers cited unlimited annual leave as the most attractive perk.

Gauging these nuances among the workforce and delivering on them can only yield positive effects for the organisation, with upticks in job satisfaction and engagement likely to result. 

Flexibility is another area that, arguably, applies across the board when addressing the generation gap.

Given the current climate, the most relevant example of this is the post-pandemic workplace. It’s well-documented that age is a critical factor in how employees want to work for the foreseeable future, and it’s vital that employers take this into consideration when forming their plans. 

In fact, even without generational differences factored in, a recent Ernst & Young poll has shown that nearly half (47%) of workers would consider changing their jobs if flexible working wasn’t offered post-pandemic.

Thus, the consensus is clearly split in every possible way. Where engagement and retention are concerned, it’s fair to conclude that a flexible approach will be the most sensible and productive way forward for organisations post-pandemic.

That said, this mantra of flexibility can be applied in numerous different areas. For instance, a greater range of technology, means of communication, and training methods will mean employers can amply cater to different generations and personality types going forward.