Learning objective: Examine the tools and knowledge you need to lead a varied and multi-generational workforce effectively. In today's rapidly evolving business landscape, organizations are increasingly becoming varied and multi-generational. This shift presents both opportunities and challenges for leaders who seek to create a high-performing and engaged workforce. To effectively manage a varied and multi-generational team, exceptional leadership is essential. One of the primary challenges facing leaders is ensuring that all employees feel valued, motivated, and satisfied with their work. With so many competing demands and varying perspectives, it can be difficult to foster a workplace of engagement that resonates with everyone. However, by understanding the unique needs and expectations of different generations, leaders can create a more wide-ranging and supportive workplace.  This course is designed to help you develop a targeted action plan for keeping your workforce happy and performing at their best. By understanding what drives employee engagement, you can implement strategies that promote job satisfaction, motivation, and productivity. By investing in employee engagement, leaders can create a more positive, productive, and innovative organization. At the end of the seminar, attendees will:  1.    Explore the unique characteristics and preferences of different generations, and how to leverage their strengths to create a high-performing team. 2.    Learn how to create a workplace where everyone feels valued, respected, and empowered to contribute their best. 3.    Develop effective communication strategies that encourage collaboration, transparency, and feedback. 4.    Offer professional development programs and mentorship opportunities to help employees reach their full potential. 5.    Implement a performance management system that rewards employees for their contributions and motivates them to strive for excellence.

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BEYA 2025
February 14th
2:30-3:45
Leading Diverse and Multi-
Generational Workforce: Fostering
Engagement and High Performance

2. 2
Panelist Panelist Panelist Moderator
Dr. Monique Farrell Dr. Joseph Bonivel Jr. Keron Taylor Dr. Daphney Chery
Site Lead Operations Manager
Google
Program Manager & SME
Department of Defense
Associate Director of
Manufacturing Engineering
Pratt and Whitney, RTX
Manager, Business Innovation
and Automation
Northrop Grumman

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• Workforce diversity refers to the individual characteristics' employees have
that make them unique
These characteristics include but are not limited to
Gender
Race
Ethnicity
Religion
Age
Sexual orientation
Physical abilities
Ideologies
• Diversity also includes employees’ life experiences, how they solve issues
and socioeconomic status
Cognitive diversity: differ styles of thought in recognizing problems
and finding solutions
Lifestyle diversity: people leave various lifestyles outside of work
that influence their professional life
WORKFORCE DIVERSITY

4. 4
MULTI GENERATIONAL WORKFORCE
“The greatest challenge is that every generation is on a
different journey in their life, Some are pushing forward in
their careers and family life changes, while others are
pulling back and consolidating for the next phase of their
life and post-employment” - Jon Orozco
Silent
Generation
(1920-1944)
Baby Boomers
(1945-1964)
Gen X
(1965-1980)
Millennials
(1981-1995)
Gen Z
(1996-2012)
2.00%
18.60%
34.80% 38.60%
6.10%
Today’s Workforce is Made Up of 5
Generations

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LEADING A DIVERSE MULTIGENERATIONAL
WORKFORCE: HOW TO LEAD, FOLLOW, AND
SUCCEED
• VALUES
• COMMUNICATION STYLES
• WORK/LIFE BALANCE
• TECHNOLOGY ADOPTION/UPSKILLING
• FINAL TIPS & TAKEAWAYS
5

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VALUES

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VALUE = IMPACT
• Values vary across cultures, socioeconomic statuses, and generations but
oftentimes people value the same things but express in various ways. Terms
change but what people value from an employer remains the same
• Employers don’t need to leave one generation behind to address
another’s concern
• Create a culture of respect and civility that integrates different values and
beliefs
• Foster cross generational mentorship and reverse mentoring programs to
facilitate knowledge sharing and understanding
• Encourage team building activities that promote collaboration and
appreciation of diverse perspectives
• Ground your efforts in employee’s experiences and value by gathering data in
individualized insights on what they value, either through “howgoesit” or focus
groups

8. 8
COMMUNICATION
STYLES

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EFFECTIVE COMMUNICATION
TECHNIQUES
• Tactics for Management to allow for
communications preferences while
setting expectations :
• Establish clear guidelines and expectations
for communications channels and response
times
• Provide training on effective communication
(managers)
• Provide cheat sheets at onboarding with
team communications preferences –
include personal facts to speed up
interpersonal connections
• Train people on scheduling emails
• Ensure employees don’t feel obligated to
response outside of regular business hours
Everyone has different communication
preferences and styles, data suggests that
• Gen X prefers making phone calls and
in person meetings
• Millennials prefer communications
through digital channels like
teams/slack (preferring quick responses
and frequent updates)
• Gen Z- follow millennials but prefer
direct messages with informal
language, emojis, and preference for
visual communication (F2F – short and
to point) – prefer genuine transparent
communications from managers
Tools and Tricks to Communicate
Gen X: https://www.garywaldronandassociates.com/post/bridging-the-gap-
simple-steps-to-more-effective-communication-with-gen-x
Millennials:
https://www.forbes.com/sites/shirlpenney/2023/01/26/top-seven-ways-to-improve
-communication-with-your-millennial-employees/
Gen Z: https://www.deskbird.com/blog/generation-z-communication-preferences

10. 10
WORK LIFE
BALANCE

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AVOIDING BURNOUT
Methods to increase work/life balance
• Offer flexible work arrangements, such as
hybrid, remote, or flexible schedules.
• Encourage employees to prioritize self-care
and well-being through wellness initiatives.
• Develop policies and guidelines that
promote work/life balance and set clear
expectations for all employees.
• Provide resources and support for managing
stress and maintaining a healthy work/life
integration
Different generations have varying expectations
around work hours, flexibility, and time off, but
avoiding burnout is essential for members of any
generation. Data suggests that
work/life imbalance significantly increases burnout,
contributing to higher turnover and lower career
satisfaction.
A true leader knows how their team members work
most efficiently, and you work with them to calibrate
and set expectations.
“Not all of us are good at eight hours in a row.” That
could mean some of your employees work in
different chunks. While that could be a challenge to
set up initially, once people have a schedule, they
often stick to it and remain consistent.

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Technology Adoption/ Upskilling

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TECHNOLOGY ADOPTION IS TEAM BUILDING
It’s important to recognize that workplace
technology is constantly evolving, and even digital
natives will find themselves out of their comfort zone
at times. With the introduction of AI, every
generation is learning something new, which can
create a shared experience across generations.
These moments can also be a source of common
ground and shared purpose.
Appealing to varying adoption rates across
generations comes down to creating a culture driven
by learning and innovation. This also creates
opportunities for cross-leveling skills across the
company. It's a chance for employers to leverage
learning from early adopters who understand how to
use technology more than others.
Training, communication, and psychological
safety are critical to bridging the gap between
varying adoption rates. Try the following steps
• Provide training programs to enhance digital
skills for members of every generation, including
opportunities for cross-skilling.
• Foster a psychologically safe culture where
someone in any generation can raise their hand
and say something like, “I’m having a tough time
understanding the new process here, and I
know I’ve asked five times, but can someone
help me?”
• Create a technology adoption road map with
ongoing support while setting training
expectations.
• Involve employees in the decision-making
process, and address their concerns regarding
technology changes.

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FINAL TIPS & TAKEAWAYS
Foster culture of mutual respect
• Understand each other’s values
Adopt appropriate communication style
• Understanding how each generation prefers
to communicate is essential for effective relationships
Embrace flexibility and personalization
• One size does not fit all – structured vs agile
Create opportunities for cross-generational mentoring
• Continuous learning and growth is the
byproduct
As a leader remember
 Seek feedback
 Reflect on performance
 Explore new techniques
 Set team goals
 Iterate and adapt

15. 15
Panelist Panelist Panelist Moderator
Dr. Monique Farrell Dr. Joseph Bonivel Jr. Keron Taylor Dr. Daphney Chery
Site Lead Operations Manager
Google
Program Manager & SME
Department of Defense
Associate Director of
Manufacturing Engineering
Pratt and Whitney, RTX
Manager, Business Innovation
and Automation
Northrop Grumman