Each generation has its style of interaction and, on the other hand, organizations generally have a traditional style that tends to align with the more experienced or older generations. Analyzing this will allow us to be open to implementing different schemes and communication channels, according to the nature of each group, and ensuring that the message reaches through different means.
Generally, younger generations prefer communication through text messages, emails, screens, any form that saves them time. Meanwhile, generations with more years of experience prefer face-to-face communication, greetings, and dialogue; this gives them greater confidence. This will definitely impact talent attraction and retention.
For example, while one generation prefers the security of permanence in the organization, knowing who will replace them and when they will receive feedback on their performance, another generation may want complete freedom, looking to work for two or three years before changing companies to gain more experiences; they will not be interested in what is expected of them or how to do the job; they will only require clear specifications of what needs to be done, by when, and without much follow-up; they will seek respect for their personal space, flexibility, remote work, and time.
Creating formal spaces for knowledge transfer between different generations is essential. In the organizational behavior book by Robbins (2023), the author proposes working in committees, reading circles, case or movie analyses, project or improvement groups, forums, or conventions aligned with the organizational strategy. Establishing mentoring or coaching programs, where collaborators are identified as best practice leaders to share their know-how with the rest of the organization, is crucial.
Ultimately, what is most beneficial for each organization is a generational balance that allows a mix of diverse perspectives, experience, and knowledge. This will involve a strong openness and preparation of organizational leaders to learn to think, lead, and manage based on the needs of each group or the majority, rather than their own.
A "pulse" survey to understand what each generation expects from the benefits of belonging to the organization would be a useful strategy. With those born in 2025, the generation called Beta begins, but what impact could this have on organizations?
According to a study on generational groups in modern organizations, currently, four generations are interacting in organizations: Baby Boomers, Generation X, Millennials, and Generation Z, each with differences in interaction styles, communication channels, reality conceptualization, and skills. The Alphas are about to arrive, followed by the Betas, making it a good time to reflect on the perspective of this coexistence in organizations and make adjustments so that the integration process of new generations is one of improvement rather than change.
The central point is that organizations can lead, motivate, and create more humane and productive environments for all, anticipating these challenges and capitalizing on differences. Nowadays, some leaders manage from their generational reality, while other collaborators expect to be led from their generational needs; this is what needs to be reconciled. Being aware of the generational mosaic positions the organization and its leaders for imminent situational leadership, which is conscious and capable of mentally detaching from the rigidity of established structures and existing traditional tools to propose new varied or flexible schemes, which may be necessary for some positions.
In 2018, an analysis was conducted at the University of Chile regarding the factors impacting the commitment of different generations coexisting within a company, highlighting the following suggestions that could capitalize on the richness of different generations converging in the organization and those about to arrive. Understanding the generational composition at both macro and micro levels in the organization, as well as the characteristics of each generation, is key to adapting the leadership style according to these findings.
Learning to motivate different generations based on their needs, rather than from the reality of the generation to which the leader belongs or the perspective of a few, is essential for organizational success. The author holds a PhD in Philosophy with a focus on Administration. She is a professor at the School of Business at the University of Monterrey, and a consultant and writer specialized in Human Capital.
