I’m sure you’ve ready plenty of advice on how to manage people who vary widely in age. But there’s another aspect of the multigenerational workforce we don’t talk about enough: ensuring that your organization has leadership development programs that work for all employees. That might feel like a tall order if some of your employees grew up with Woodstock and others with TikTok. So I want to encourage you: Through my work with Fortune 500 companies, I’ve consistently found that combining a few key building blocks can ensure that your employees are building the capabilities they need to thrive even in these disruptive times.
mage by Mikko Koivuneva from Pixabay
There’s No Age Limit on Development
According to the Department of Labor, Millennials (born 1981-1996) make up the largest share of today’s workforce (36%). Generation Xers (1965-1980) represent 31% of workers; Gen Z (1997-2012) is 18%; and Baby Boomers (1946-1964) are 15%. The Silent Generation (1928-1945) accounts for 1%.
Younger generations often claim the spotlight when it comes to learning and development. That’s only natural as companies try to strengthen weak leadership pipelines and bring unprepared new graduates up to speed. Older generations still want to learn and grow at work — but feel they have fewer opportunities to do so.
I’m passionate about the fact that learning is essential for all generations: It’s crucial for retention, engagement and even well-being. So how can you make sure employees of different ages have options that align with their needs and preferences?
Mentorship Builds Connections
Mentorship and reverse mentorship have far-reaching benefits across generations. Millennial and Gen Z employees don’t just gain knowledge from mentors; they also build relationships that are equally crucial for their future success. As younger generations report difficulties forming relationships due to hybrid work, mentorships take on added importance.
For older employees, mentoring contributes to a sense of purpose at work. Passing along their years of acquired knowledge can be deeply meaningful. They also have a lot to learn from their younger peers — from tech skills to work-life balance.
Formal programs can help employees find mentors more effectively. More than eight out of 10 of Gen Z employees believe mentorship is crucial, yet only half report successfully securing a mentor. Organizations need structured approaches that make these connections accessible and sustainable.
This connection gap was top of mind when my company created our New Lens® platform. The content can drive rich, meaningful conversations about topics that drive high performance and accelerate progression. We built in features to facilitate peer learning and create opportunities for employees to learn from each other's experiences.
Going with the Flow
Another leadership approach that I’ve seen employees of all ages respond well to is growth in the flow of work. Microlearning — “snackable” content that employees can access anywhere — is one way to deliver relevant information right when employees need it. But you can also use low-tech methods like holding post-project reviews, sharing learnings at meetings and providing in-the-moment feedback.
Why is growth in the flow of work so effective? Research has shown that we all retain more when we can put what we’ve learned immediately into practice. We know this intuitively but often underestimate its importance because most of us are also short on time, with an average of 24 minutes to spend learning during a typical work week. Growth in the flow of work fits into busy schedules more easily than a conference or offsite.
Different Generations, Different Preferences
While employees of all ages value connection and relevant, in-the-moment learning, other preferences vary across generations. In implementing New Lens®, my company has seen younger generations, who grew up online, instantly take to microlearning. But you may not realize that this approach also appeals to the sensibilities of Gen Xers, who want autonomy and flexibility in learning.
Baby Boomers, on the other hand, like more structured approaches like classroom training. To stoke enthusiasm among younger employees for in-person sessions, ensure that they include participant interaction, and then highlight the opportunity to build the relationships that Gen Zers and Millennials often struggle to develop.
Meet Diverse Needs with a Unified Strategy
Implementing a truly multigenerational approach to learning and development requires careful planning. Start by assessing your offerings for unconscious generational bias. Are your programs inadvertently designed primarily for one generation's preferences?
All employees need and deserve opportunities to grow and learn—whether they're just starting their careers or approaching retirement. By combining mentorship programs, flexible learning formats and growth in the flow of work, you can create development experiences that resonate with everyone. This approach doesn't just accommodate generational differences—it celebrates the diverse perspectives that make your organization stronger.
Ready to explore how New Lens® can help develop leaders at your organization? Learn more about our platform or contact us to start a conversation about your leadership development needs.
Don’t wait for performance to drop before taking action. Discover how the New Lens® platform helps organizations support managers with bite-sized, actionable learning—built for today’s fast-paced, high-stress environments.