The Multigenerational Workforce Demands Flexibility and Guidance

Most employees agree, they all want greater remote flexibility, said two industry experts on May 8.

Around 50% of employees and managers would prefer a hybrid or remote job, and many are even willing to take a big pay cut to access these opportunities. “The number one call we get from applicants is the desire for remote or hybrid work, and they’re generally willing to take pay cuts of up to $40,000,” said Brandi Britton, Global Executive Director for Robert Half. “That’s how important it is to today’s workforce.”

Noting the growing interest in remote work, Britton highlighted the stark difference in the number of applicants for remote positions against those who apply for hybrid or in-person positions. “We see on average 1,200 applications for remote positions, whereas jobs that require onsite work will only get about 50.”

Demands for remote work flexibility aren’t going anywhere, said Cara Silletto, CEO of Magnet Culture, and author of Staying Power, Why Your Employees Leave and How to Keep Them Longer. “In March of 2020, employees saw how quickly corporations adapted to remote work, something many corporations had previously said was impossible.” Resistance to change can lead to loss of profit and increased turnover. “You must calculate your turnover costs,” Silletto said. “How much time [is spent] onboarding and then removing new employees who leave after a few weeks or months in search of greater flexibility?”

Employers should invest to make opportunities more attractive to top talent. “You have to spend money on the front end to make opportunities more attractive, or risk losing the money on the back end from lack of employee retention.”

Britton noted that many Generation Z applicants, age 27 and under, prefer openings with some form of hybrid work, as many are interested in relationship building and mentorship, whereas millennial employees generally seek fully remote opportunities. However, Silletto urged employers to use anchor days, or predetermined in-office days, as opportunities to focus on building company culture and relationships. “In-office days must serve a purpose,” said Silletto. “If employees are doing the same kind of work they would do at home, what’s the value of having them in office?”

Employees no longer feel the same pressure to remain at companies that don’t provide remote or hybrid flexibilities. With the ever-increasing access to gig opportunities, job seekers can hold out and bargain for positions they prefer, said Silletto. “And remember, everyone is hiring, so employees have choices,” she said.

Evolving Corporate Culture

Successful management of a multigenerational workforce also requires clear understanding of each generation’s experiences. Many millennials grew up seeing their parents laid off multiple times during the dotcom boom, said Silletto, who recounted her own experiences seeing her mother laid off three times during the 1990s. “You can’t expect loyalty from employees who saw their parents repeatedly discarded.”

Leadership is often resistant to change, insisting on old ways simply because it was their own experience. “If we know that doesn’t feel good, why do we want to treat the next generation that way?” Silletto asked. “Many baby boomers are used to Gen X employees who follow demands, many times without resistance. This won’t work for millennials and Gen Z employees.” Employers should strive to “leave the company culture better than you found it,” she said.

Tik Tok has also democratized access to free coaching, teaching younger employees how to negotiate for their ideal job, something other generations never experienced. “And the demands aren’t unreasonable, said Silletto. Many younger applicants are openly demanding exactly what they want, both “a truly competitive salary and a great work culture.”

Employers must recognize negotiations a two-way conversation, and you might not hear back from applicants if you aren’t ready to provide clear answers.”

Lack of proper training is also a key driver for employee turnover. “The sink or swim model of prior generations simply won’t work” for applicants under age 45, said Silletto. “Employees can’t read your mind,” so ensure that expectations are clear to avoid misunderstandings or embarrassment. And if you ever hear yourself say ‘employees should know better,’ flip the perspective and ask yourself, ‘how have I not clearly expressed my expectations?’” she said.

“It’s important to recognize that employers won’t make everyone 100% happy,” said Silletto, “but if everyone can feel heard or acknowledged, it goes a long way to getting your employees connected.”