A multi-generational workforce consists of the T, Baby Boomers, Generation X, Generation Y also referred to as Millennials, and Generation Z. Life experiences vary and they have remarkable effects on values and work preferences. This fast and extraordinary demographic change has talent management and professional leaders speculating how organizations will adjust in the workplace (Stevens, 2010). Organizations recruitment and retention should include race and ethnicity, gender, career advancements and people living with disabilities are also considered. Multi-generational mixture demand is increasing in the workforce and talent development must embrace multiple generation employees in the workplace in order to diversify. These workplaces build exceptional tasks and chances for employers to influence each generation’s capacities and powers to benefit their organizations.
Diversity offers multiple perspectives through decision making, access to a broader employee base and improves production. Establishment and management of diverse workplaces expect challenges that can be harmful to the business operations. Challenges experienced are communication, resistance to change and implementation of the workplace. Management needs to plan clear communications and training programs for staff in order to understand each other’s race, values and personality (Stevens, 2010). Decisions on changes need to be made and a timeline for that change to be attained. Satisfaction assessment should be made to competently and accessibly know what are the interests of the employees and determining difficulties to diversify the current workplace procedures.
Stevens, R. H. (2010). Managing human capital: How to use knowledge management to transfer knowledge in today’s multi-generational workforce. International Business Research, 3(3): 77