This document discusses training a multigenerational workforce. It provides an overview of the four main generations currently in the workforce - Traditionalists, Baby Boomers, Generation X, and Millennials. Each generation has different formative life experiences that shape their work styles, views on change, careers, and expectations around training. Effective training requires understanding these generational differences and tailoring approaches to learning, communication, problem solving, and leadership to different preferences. Generational diversity in the workforce provides both opportunities and challenges for developing training programs.

1. AN EBOOK BROUGHT TO YOU BY
Designing and delivering effective training can be a challenge even
when we have a clearly defined and narrow audience for our content or
program. But what happens when we have to train teams, groups or
departments with a wide mix of generations among the targeted
employees?
How do HR professionals, their leadership and other business leaders
keep the peace and keep learning in a multigenerational workforce?
CHRIS OSBORN. VP Marketing, BizLibrary [Boomer]
JESSICA BATZ, Marketing Specialist, BizLibrary [Gen Y]

2. We’ve never had a workplace with so much
generational diversity before. For most of
the last century, people moved
through their career in a linear
fashion, with important milestones
largely marked by time or seniority.
Retirement age used to be 65, and that was it.
You “paid your dues” before promotions. But
today’s workforce looks and feels different.
Image Source: Nydailynews.com
There are many explanations for the current demographics ranging from improved health and longevity to the
financial market meltdown of 2008 which forced many people (a large number of Baby Boomers) to postpone
retirement for financial reasons. We can’t control why so many generations are working side-by-side. So – we have no
choice but to find ways for people with very different life experiences based upon age to work well together. As
employee development, training or HR professionals, we likewise don’t have a choice. So how do HR professionals,
their leadership and other business leaders keep the peace in the multigenerational workforce? We have to design,
build and deliver employee training that meets the needs of a very diverse workforce.

3. You can find a variety of ways to look at generational demographics. The dates below are generally accepted, but
you will certainly find experts who will vary the generational breaks by a year or two on each generation. So –
broadly speaking, here are the various generations in today’s workforce:
U.S. Total Labor Force Participation by Generation, 2010
5.0%
Traditionalists (Born 1928-1945)
24.7%
Baby Boomers (Born 1946-1965)
39.0%
Generation X (born 1965-1980)
32.2%
Millenials/Gen Y (Born 1980 - 2000)
Source: Bureau of Labor Statistics, "Household Data, Not Seasonally Adjusted: Table A-13: Employment Status of the Civilian Noninstitutional Population by Age, Sex, and
Race" (2012).

4. The findings of a study conducted in 2011 confirm that generational differences
exist and impact the workplace. “This is the most comprehensive quantitative study
performed on generations in the workforce,” says Warren Wright, Vice President of
LifeCourse Associates. Wright adds, “We now know what engages different
generations.” The LifeCourse Associates study included full-time employed
members of the following generations: Millennials (age 30 and under), Generation X
(ages 31-51), and Boomers (ages 52-69).
of Millenials agreed
Generations matter. Nearly three-quarters of respondents
that they like to
agreed, not only that there are important generational socialize informally and
differences, but also that they “sometimes” or make new friends
“often” pose challenges in the workplace. while at work, about
ten points higher than
of the world’s workforce will be made up of Gen Y, any other generation.
according to a BPW Foundation April 2011 Study.
Source: New Study: Generational Differences in the Workforce Matter, HR.BLR.com

5. Stereotyping generations can be very limiting, however if we take the time to understand our employees and generational
influences we can benefit from:
• More effective communication In addition, just because you were born in one generation,
• Increased engagement you may or may not display the behaviors and tendencies
of the generation. For example, The Pew Internet and
• Improved employee retention American Life project has a simple quiz that asks “How
• Motivated employees Millennial Are You?”. We did a comparison of employees
• Increased productivity and teamwork in our company and there were Millennials that scored in
the low 80’s and Boomers that scored in the 70’s.
This fun assessment is interesting,
because the various generations are
compared to Millennials based upon
comfort and use of technology, plus a
few questions about lifestyle.
Jessica Batz, Marketing Specialist – Gen Y
Chris Osborn, VP of Marketing – Generation Jones

6. As we start thinking carefully about the various generations, it’s important to understand that the differences between them
are not simply a matter of age.
Each generation has been shaped by events, and it’s the
events during the formative years for people that make the
most lasting and important impressions.
These “formative” or “sign post” events, help inform attitudes about everything from politics, home, entertainment,
to work or careers. It’s also important to bear in mind that making sweeping generalizations about large groups of
people is not an accurate predictor of personality, traits, character, skills, motivations, etc. The generational
differences we’re going to explore that impact our employee training efforts tell some of each person’s story, but in
the end, everyone is unique and may or may not fit neatly into the broad categories or characterizations usually
associated with their generation.

7. Traditionalists: Born before 1946
• The Great Depression • Pearl Harbor & World War II
• The Cold War, Atom Bomb & Sputnik • The GI Bill & Social Security
• Jackie Robinson • Frank Sinatra
Baby Boomers: Born 1946 - 1965
• Booming Birthrate & Suburbia • Vietnam
• OPEC Oil Embargo • Apollo 8 & Moon Landing
• Martin Luther King, Jr. • The Beatles
CHRIS OSBORN, VP OF MARKETING – BOOMER I am usually included as a member of the BOOMER
Generation. But some demographers now say there is a separate generation in that broad category called
Generation Jones (born between 1955 and 1964). So - am I BOOMER or something else? Based upon my
experiences, I believe there is a difference between me and my older friends that are clearly BABY
BOOMERS, and the differences can be linked directly to events during our formative years. But - the broad
traits associated with Boomers usually apply to me and others my age.
Major signposts or events for Boomers are a mixed bag. Older (Boomers) got The Beatles. People closer to
my age got the Bee Gees. Older Boomers got Woodstock. We got disco. They got Neil Armstrong walking on
the moon, we got Watergate. Younger Boomers like me came of age in the early 1970’s. By the mid-1970's,
the great hope and promise of the 1960’s vanished. Race and anti-war riots helped shred the political and
social fabric of the nation, and we are still seeing the great divides among us that really took center stage in
the very late 1960’s and early 1970’s. Our government failed. By the early to mid-1970’s we were awash in
political scandal, exiting from a war we’d lost, and the nation faced an energy crisis that blunted economic
opportunities for millions. These events fueled skepticism about institutions, and this sketicism is a true
hallmark of BOOMERS.

8. Generation X: Born 1965 - 1980
• Divorce • AIDS
• The Personal Computer • Challenger
• Title IX • Grunge and Rap, Madonna
Millenials/ Generation Y: Born 1980 - 2000
• Diversity • Social Networking
• Terrorism & 9/11 • High Speed Internet
• Pop Culture • Technology
JESSICA BATZ, MARKETING SPECIALIST – GEN Y As a member of Gen Y I grew up with computers in my
school and at home. The internet grew exponentially – I distinctly remember tracking the Iditarod, Alaskan dog
sled race on “THE INTERNET” in grade school. I, like many of my peers, was involved in more than 4 sports
teams and at least 3 extracurricular activities outside of sports. It’s weird to think about meeting up with people
without having a cell phone – you mean you had to set an exact time and meeting place?
I grew up wanting world peace, to save the whales, and to reduce-reuse and recycle – although I’m not sure I
really even understood the full meaning. Our view of the United States and the World quickly and forever
changed after the terrorist attacks of 9/11. College and higher education are a requirement. Technology is
essential to our effectiveness and success.
We’re more connected, can find and sort more information more quickly, relentlessly curious (why and
awesome may be the most frequently used words in our vocabulary) and require a work environment that’s
both flexible , meaningful and committed to continuous growth and development.

9. These important events (and there are several more for each generation) help frame a world view people bring to their jobs
everyday. This broad-based world view impacts work styles, our attitudes towards change and towards our careers. This
chart from n-gen People Performance, Inc. provides a summary for each of these areas by generation.
Traditionalists Boomers Gen Xers Gen Ys
Linear work style Structured Work Style Informal Work Style Fluid Work Style
Change = something’s Change = caution Change = potential Change = improvement
wrong opportunity
Build a legacy Build a stellar career Build a portable career Build parallel careers
Again, we want to avoid stereotyping, but the differences between generations on these three elements of our work lives matter. Not
surprisingly, Traditionalists came of age when huge institutions rose to the occasion and actually delivered great results. They have a
different level of trust that carries over to their employers, and they generally look at work as a lifelong commitment to an employer.
Boomers came along and blew everything up in the 1960’s, but as they’ve matured in the workplace and in their careers, their attitudes
are looking more and more like Traditionalists – with some modifications. Boomers, as a group, are highly competitive and driven. The
term “workaholic” likely conjures an image of a Baby Boomer working away on that career. Gen Xers, the latchkey generation, bring
us a whole new set of challenges. As a group, they shun formality, are generally open to change and are motivated to look out for
themselves. The youngest generation of workers, Gen Y, frequently get a bad rap, but as a group these young people are turning out
to be great employees. But they bring some attitudes and expectations to work fostered by a different type of home and social
environment. For many of these workers, change is a very good thing and that applies to their jobs, too!
Table Source: n-gen People Performance Inc. www.ngenperformance.com

10. Get to know them
Generational characteristics can help you understand your employees better, but it’s still important to get to know
them as individuals. Particularly with us Millennials – if you listen to what we say, we’ll tell you what really motivates
us. Allow us to express our opinions, have a voice and make clear contributions about how things get done.
Provide constructive feedback
Everyone likes to feel valued. Millennials need continuous, timely and constructive feedback. AND when giving
feedback try and accentuate the positive, -- not that we want to be babied -- but we’re more likely to take criticism
personally. We grew up with parents, teachers and coaches offering encouragement every step of the way.. Rewards
and recognition are always a good thing!
Communicate! and communicate clearly
Communication is key to any relationship whether it’s personal or professional. Millennials are used to
communicating through texts, IM’s, and status posts. Communication has to be short and concise, if we have to read
a long email or infer the meaning of a message, we’ll skip over it. Being straightforward gains trust, credibility and
respect. In addition, we also want to know that what we do matters. We want to understand how our job role and our
day-to-day work fits into the big picture of the company and with our own personal goals.

11. Honor their Experience
There are so many clichés out there about Baby Boomers, that it's easy to make broad assumptions about them.
Don't. This age group is under a lot of pressure in the workforce. Retirement looks less and less possible for many,
and that means working longer. But, Boomers don't necessarily have to be in charge. Younger, more energetic
employees are going to step forward, and that's okay. Just make sure you acknowledge the contributions we've made
and honor our history and knowledge.
Provide constructive feedback - but not too much
No news in good news for a lot of Boomers. I know it's irrational, but over the course of working life, requests by
the boss to come see them raise anxiety. Not as much as police lights in the rear view mirror - but almost. I know
when I'm doing well. I know when I'm not. I just need an occasional "good job" to stay motivated.
Communicate but Don't Mandate
Communication can kill any relationship whether it’s personal or professional. Okay - maybe over communication can
be bad. I just don't understand why younger employees want to know everything. I only want to know what I need to
know to perform my job really well - no more - no less. Like I've said before, many Boomers are a little "resistant" to
authority, so if you want me to do something, like take a training class, explain clearly what I will learn and how it will
help me perform better. That's a lot better than telling me I "have to" do something.

12. Learning styles Problem-solving
Training expectations Leadership
Technology Feedback
Decision-making Transfer and application
CHRIS OSBORN, VP OF MARKETING – BOOMER As a Boomer, many things happened in my formative
years that now shape my attitudes, world view and approach to problem solving and learning.
I tend to buck convention and authority. So “mandated” training has never appealed to me. If I have to do
some professional development, let me decide what I need, leave me alone to go do it, and I’ll let you know
when I am finished. This (some might call it) “hostility” to authority also impacts my reaction to classroom
training. First, I don’t like being inconvenienced and second, I usually look for holes in everything the instructor
says. But, when a classroom is led by a skilled facilitator – not a lecturer – I will participate and generally find
some value in the conversation.
Online training appeals to me. Much like self study, I can dictate the when and where I learn. But the online
content needs to be interesting. I like a lot of video or scenarios in my online training. It is much easier to see a
connection between what I am watching and what I need to do on my job.
JESSICA BATZ, MARKETING SPECIALIST – GEN Y As a millennial I crave constant feedback and instant
access. I grew up getting encouragement from parents, teachers and coaches all along the way. Traditional
Classroom/Lecture style training doesn’t work, in fact I’ll probably learn more from a backchannel Twitter chat
than from a Lecturer – not to discount good speakers or lecturers, but I don’t process the information. If I’m
going to do formal training then I’d much rather take an e-learning course or watch a video to get the base
knowledge – that way I can skip over stuff I already know - and then spend classroom time discussing, asking
questions and sharing real experiences.
Honestly though, I learn the most when I need that skill or bit of knowledge. I like that I can pose a question on
Community (BizLibrary Social Learning Platform) and I’ll get six different answers within two minutes. I’m
getting information on-demand. I’m reassured that others are interested in that same question and I feel good
that I’m able to hopefully help others learn as well.

13. Traditionalists Boomers Gen Xers Gen Ys
Training The hard way Too much and I’m outta Required to keep me Continuous and
here expected
Learning Style Classroom Facilitated Independent Collaborative and
networked
Communication style Top down Guarded Hub and spoke Collaborative
Problem-solving Hierarchical Horizontal Independent Collaborative
Decision-making Seeks approval Team informed Team included Team decided
Leadership style Command & control Get out of the way Coach Partner
Feedback No news is good news Once per year Weekly/daily On demand
Technology use Uncomfortable Unsure Unable to work without it Unfathomable if not
provided
Job changing Sets me back Sets me back Necessary Part of my daily
routine
Source: Lynne C. Lancaster and David Stillman. When Generations Collide: Who They Are. Why They Clash. How To Solve the Generational Puzzle at Work
(HarperBusiness, 2002)

14. When it comes to training a demographically diverse workforce, how can we design and then deliver programs that
meet the learning and development needs of employees?
Before we delve into tips for each generation, here are a two strategic suggestions that will help you get your program more
closely aligned with the needs of your employees.
1. Design training from the bottom up. Have a
strategic vision for training. We can find a lot of advice that tells us
we need to “align” our training goals to organizational goals, and
this advice is very good advice we should all take to heart. But the
trick to making it work best is to design training from the bottom Increase employee retention by 10%.
up. See the example to the right.
By taking this high level organizational goal down to the level of an
individual HR manager, we can see where her skills can be improved,
To retain more employees and
and design an individual development plan focused on her specific
needs. The “ground up” design of her training program, helps ensure increase employee engagement.
that she is working to improve her skills in an area that directly supports
the high level organizational goal. This creates alignment.
2. Use the differences between generations to Collaboration skills to build a higher
your advantage in a variety of delivery methods level of employee engagement.
and tools. We will explain this in a little more detail in the pages
that follow, but a quick example is classroom training.
Traditionalists tend to like classroom events. Boomers may not. Collaboration skills improvement for our manager
Both generations will respond very well if you can find ways to give means she needs to learn to listen better,
them chances to share their valuable experiences and knowledge delegate more effectively and use the
with younger workers. This sharing helps feed the Gen X and Gen organizations collaboration and social learning
Y preferences for collaborative and social learning experiences. application more frequently.

15. • Use a lot of classroom training. As a rule,
this generation responds well to subject-
mater experts, presentations and lectures.
• Show your veteran employee they are
respected and valued members of your
workforce. They might not respond well to
coaching or help without being asked first if
they need or want some help.
• Be mindful of the physical demands of
classroom training on these employees. So
plan for frequent breaks and chances to
move around a little.
• Provide access to books, resources and
opportunities for self-study.
• Be sure to place value on time.
Traditionalists: Born before 1946

16. • Make sure your materials and handouts can
be read with bifocals.
• Assume these employees are technologically
capable. Some may take a little longer to
learn new technologies, and some may
simply resist, but a surprising number of
this generation are open to learning new
technologies.
• This group will usually prefer chances to
practice new skills in private and on their
own.
• Seminars and in-person events allow
Traditionalists to use their interpersonal
skills.
Traditionalists: Born before 1946

17. • This is the generation that coined the
phrase, “Never trust anyone over 30.”
Guess who’s over 30 now? This core
mistrust of authority carries over, so try not
to include managers in the same sessions
with their employees. The Boomers might
feel they are being watched, monitored and
even evaluated by their bosses.
• Also – try to play down any sense that
training is required by those in authority –
even when it might be.
• Narratives like stories and anecdotes can
help set a friendly, open atmosphere for
classroom sessions.
• Make Boomers feel valued. Provide feed-
back, thanks for efforts, learn their names,
give them chances to talk, ask for input, and
refer to their experience.
Baby Boomers: Born 1946 - 1965

18. • Boomers tend to be casual in workplace
relationships, so make sure your training
team treats them as equals, even if your
training team is younger. Boomers don’t like
Boomers to feel older – even though they are.
don’t like to • Narratives like stories and anecdotes can help
feel older set a friendly, open atmosphere for classroom
even though sessions.
they are.
• Make sure you provide a training
environment that is safe for open discussion.
• Create fair rules for all activities—according
to generational learning expert, Julie Coates,
boomers grew up in a very competitive
environment, where some individuals lost
and some won. It was OK to lose, as long as
the rules were fair.
Baby Boomers: Born 1946 - 1965

19. • Build in self-directed learning opportunities.
• Assign individual research or projects.
• Provide online training and testing, and put
it where learners can access it when they
need it
• Get to the point, efficiently. Banish anything
in the curriculum that is being done just
because it has always been done. Don't
waste time.
• Set clear expectations for behavior and
measurement criteria up front
• Let the learners figure it out, then teach
each other—give them the freedom,
autonomy, and independence to come up
with answers and alternatives.
Generation X: Born 1965 - 1980

20. • Speed it up, then speed it up again.
• Explain your credentials, but don't expect
automatic respect based on your age or the fact
that you are the trainer.
• Avoid cliché and hyperbole, and make it
relevant to their generation.
• Use technology wherever it makes sense.
• Communicate the benefits of the training and
clearly establish the expectations from the
beginning. Make sure what you are doing is
relevant to their career goals.
• Lighten up! Gen X loves humor, especially
irreverent humor.
• Make it visually attractive. Avoid large blocks of
text. Incorporate illustrations, cartoons,
attractive graphic design, bullet points, and
headers.
Generation X: Born 1965 - 1980

21. • Gen Y participants need clear expectations up
front, including behavioral expectations for the
classroom or training program as a whole.
• Be organized and provide a clear structure for
the learning at the outset, including outlines, a
syllabus, learning objectives, study guides,
expectations, and how they will be evaluated.
• Tell them why the training matters, and make it
relevant to their personal life and career goals.
• Stick to the agenda.
• Allow them to skip steps and find shortcuts;
reward them for efficiency.
• Take time to link classroom learning to the big
picture.
• Move quickly; then move faster.
Millennials/ Gen Y: Born 1980 - 2000

22. • Provide lots of feedback, supervision, direction,
and attention.
• Use technology and multimedia. Gen Y is very,
very comfortable with technology and cannot
imagine life without it. Try to have the latest in
technology, and make sure you know how to
use it.
• Make it fun and entertaining. Gen Y responds
well to games, recognition, prizes, and visuals.
Include multimedia, music, art, games, and
creativity.
• Utilize experiential learning techniques that
incorporate team interaction and hands-on
participation, such as case studies, team projects,
presentations, teaching others, and so on.
• Let them exchange information verbally or via
texting to satisfy their need for social
interaction.
Millennials/ Gen Y: Born 1980 - 2000

23. As you can see from the tips, there isn’t going to be a “silver bullet” you can use that will hit the needs, preferences and
styles of each generation. Remember, not only are you trying to deliver training for each generation, you also have unique
individuals within the generations. A “one-size-fits-all” solution is a training program that really isn’t a solution at all.
Various training modalities have advantages and disadvantages for different employees. The differences between
generations certainly plays into how you can design an effective training program blending together various methods and
tools to create a comprehensive program that speaks to your employees – regardless of their generation.
The word cloud
(wordle.net) on the right
was created from matching
training modality with each
generation. The bigger the
word the more frequently it
appears across
generations. This is a good
representation of the mix of
training modalities that may
work well in a multi-
generational workforce..
Word Cloud created at wordle.net

24. Diagram Source: Corbett, S. (2008). Targeting different generations. In B. Hoffman (Ed.), Encyclopedia of Educational Technology

25. Bureau of Labor Statistics, "Household Data, Not Seasonally Adjusted: Table A-13: Employment Status of the Civilian
Noninstitutional Population by Age, Sex, and Race" (2012).
New Study: Generational Differences in the Workforce Matter, HR.BLR.com
N-gen People Performance Inc. www.ngenperformance.com
Lynne C. Lancaster and David Stillman. When Generations Collide: Who They Are. Why They Clash. How To Solve the Generational
Puzzle at Work (HarperBusiness, 2002)
Images: gettyimages.com, google.com and sxc.hu
BizLibrary Online Training Content
Managing Workforce Generations: Introduction to Cross-generational Employees (elearning course)
Managing Workforce Generations: Working with a Multigenerational Team (elearning course)
Managing Workforce Generations: Working with the 21st-century Generation Mix (elearning course)
Employing Generation Why: Training Young Minds (streaming video)
Generational Diversity (streaming video)
The Ageing Workforce (streaming video)

26. Please send any questions or comments to Jessica Batz, jbatz@bizlibrary.com