Boomers to zoomers: Why generational engagement matters

Julia Shallcrass, Employment Lawyer and Kiwiboss HR Presenter, provides practical strategies for engaging the five-generational workplace.

Have you ever noticed how some colleagues reserve a boardroom for a five-minute chat, while others respond to your email with an emoji?

Today’s workforce spans five generations, from Traditionalists who dialled on rotary phones to Gen Zs who’ve never known work without a smartphone.

When diverse generations work together, they bring different expectations, communication preferences and work styles. Understanding these generational dynamics is essential for attracting, managing and retaining top talent.

WHO’S WHO: FIVE GENERATIONS AT WORK

Each generation brings unique strengths to the workplace, shaped by the era in which they grew up. From Traditionalists to Gen Z, understanding these generational traits helps leaders engage teams more effectively and build a culture of inclusion.

GENERATIONS

1. Traditionalists (born 1928–1945): Loyal, disciplined and formal. Few remain in the workforce, but many contribute as board members, consultants or mentors.

2. Baby Boomers (born 1946–1964): Loyal and goaloriented. Often in senior roles, they value structure, face-to-face interaction and organisational stability.

3. Generation X (born 1965–1980): Independent, adaptable and pragmatic. They prefer autonomy, efficiency and direct communication.

4. Millennials (born 1981–1996): Collaborative and purpose-driven. They value flexibility, feedback and meaningful work.

5. Generation Z (born 1997–2012): Digital natives who prioritise inclusivity, transparency and fast feedback. They expect tech-enabled, flexible work environments.

WHAT SHAPED EACH GENERATION?

Each generation is shaped by the historical events, economic conditions and technological advancements that influenced their formative years.

Traditionalists were shaped by wartime hardship, Boomers by post-war prosperity, Gen X by economic uncertainty and rapid tech evolution, Millennials by globalisation and disruption and Gen Z by social change and digital immersion.

While generational trends are useful, people don’t fit neatly into boxes. Not all Millennials like kombucha and bean bags! Life stage, upbringing and personality all play a part.

Generational trends can offer useful insights, but your team will have individual preferences. Real engagement starts with open conversations. Take the time to ask what motivates each person and listen to what they need to thrive.

HOW TO ENGAGE DIFFERENT GENERATIONS AT WORK

With five generations in today’s workforce, understanding age-based differences is essential to attracting, managing and keeping top talent. When organisations overlook age-based preferences, generational differences can turn into misunderstandings, disengagement and costly turnover.

When leaders engage generational strengths intentionally, they improve innovation, productivity and problem-solving.

1. COMMUNICATION STYLES: FROM TYPEWRITERS TO TEXTING

Communication preferences vary significantly between generations. While some still prefer picking up the phone, others avoid it like a scam call and hardly ever check voicemail unless it’s followed up with a text.

Traditionalists and Boomers often prefer formal communication found in structured meetings, phone calls and written reports. Many Boomers value face-to-face discussions where they can read tone and body language: cues that are harder to read in digital messages, even with a wellplaced smiley :).

Generation X tend to opt for quick, efficient communication, favouring concise emails and direct phone calls over formality.

Millennials and Gen Z, on the other hand, are digital natives. They are comfortable with instant messaging, emojis, GIFs and short-form emails. While this informal style feels natural to them, it can be misinterpreted by colleagues who didn’t grow up with smartphones.

2. WORKING STYLES: WHERE STRUCTURE MEETS AGILITY

Working preferences are shaped by the upbringing and experience of the era people grew up in and when they first entered the workforce.

Different working styles across generations can be a strategic advantage. Generational diversity brings a wide range of skills, perspectives and experiences that help teams innovate, adapt and connect with a broader customer base. A Boomer and a Gen Z team member could collaborate on a project, combining experience and insights to better serve a diverse client base.

Traditionalists and Boomers often favour structured roles and clear expectations, with well-established hierarchies.

Gen X values autonomy and is comfortable working independently. They value experience and hierarchical leadership.

Millennials thrive in fast-paced, collaborative environments that reflect their personal values and sense of purpose.

Gen Z brings energy and adaptability. They’re drawn to project-based work, rapid learning opportunities and real-time feedback, especially when tasks align with their digital fluency.

3. BENEFITS: TAILORING PERKS TO LIFE STAGE

Everyone loves a good perk or benefit. But what counts as ‘good’ often depends on the individual and their stage of life.

Baby Boomers and Traditionalists can appreciate health-related benefits and phased retirement options that ease the transition from full-time work.

Generation X tends to value financial planning tools, healthcare insurance and the ability to maintain a healthy work–life balance.

Younger staff often prioritise mental health support, career development opportunities and flexible work arrangements.

Real engagement starts with open conversations. Take the time to ask what motivates each person.

4. FLEXIBILITY: SUPPORTING ALL GENERATIONS

Flexibility in how, when and where people work is valued by every generation. While the goal is a healthy work–life balance, the reasons vary depending on what’s happening in their personal lives.

Traditionalists and Baby Boomers often seek flexible working arrangements to manage health needs or to transition smoothly into retirement.

Generation X and Millennials value flexibility to balance work with caregiving responsibilities, such as raising children or supporting ageing parents.

Gen Z typically look for flexibility to pursue personal development and projects, including side hustles.

5. MENTORING: ENCOURAGING KNOWLEDGE EXCHANGE

Intergenerational mentoring fosters a culture of continuous learning and mutual respect.

Traditionalists and Baby Boomers bring a wealth of experience and institutional knowledge.

Generation X offers a blend of experience and adaptability, often serving as a bridge between older and younger employees.

Millennials and Gen Z contribute fresh perspectives, digital fluency and insights into current trends.

6. MOTIVATION AND RECOGNITION: WHAT DRIVES ENGAGEMENT

Understanding what motivates each generation can boost job satisfaction and often makes the difference between quiet quitting and genuine engagement.

Traditionalists and Baby Boomers tend to value formal recognition, like service awards, public acknowledgments or milestone celebrations.

Generation X is often motivated by autonomy and meaningful rewards that reflect their contributions.

Millennials and Gen Z are energised by frequent feedback and growth opportunities. They are most engaged when their work connects with their values and gives them a sense of purpose.

7. CONCLUSION: EMBRACING THE STRENGTHS OF EVERY GENERATION

Building an inclusive, multigenerational workforce takes leadership, adaptability and empathy. When employers take a genuine interest in what makes people tick, they can adjust their communication and benefits to suit.

Treat people as individuals, value generational strengths and working styles, and you’ll build teams that are not only diverse and productive but that want to show up on Monday.

KiwiBoss courses through HRNZ give HR professionals practical tools to strengthen relationships, improve communication and give effective feedback. Whether you’re leading or supporting a team, you’ll learn how to boost engagement and manage with confidence. Find out what courses are coming up here.

Treat people as individuals, value generational strengths and working styles, and you’ll build teams that are not only diverse and productive but that want to show up on Monday.

When diverse generations work together, they bring different expectations, communication preferences and work styles.

TIPS FOR GENERATIONAL WORKING STYLES

1. Balance structure with flexibility. Set clear expectations, but remain open to different approaches for achieving outcomes.

2. Encourage teams to set goals collaboratively across roles and age groups.

3. Build cross-generational project teams to combine institutional knowledge with digital initiatives.

4. Learn from successful examples of combining institutional knowledge with digital innovation. Waka Kotahi (New Zealand Transport Agency) created online tools and systems that are both compliant and user-friendly.

5. Promote mutual learning and respect by recognising the unique strengths each generation brings to the workplace.

TIPS FOR MANAGING GENERATIONAL EMPLOYEE BENEFITS

1. Offer flexible, customisable benefits packages so employees can choose options that suit their needs and stage of life.

2. Review benefit uptake and feedback regularly to keep offerings relevant and valued.

3. Remember that not all motivation comes down to age. Encourage managers to have one-on-one conversations to learn what drives each employee.

4. Take inspiration from Kiwi companies like Xero, which offers a diverse range of benefits, from wellbeing leave and flexible work to retirement planning and paid volunteer days. An array of benefits means there is something meaningful for every generation.

TIPS FOR MANAGING FLEXIBILITY

1. Offer a range of flexible work options. Woolworths New Zealand has established formal policies supporting flexible work arrangements, including compressed workweeks, flexible start and finish times, job sharing, parttime contracts, rostered days off and remote working opportunities, depending on the role and team requirements.

2. Make flexibility part of your culture, not just a benefit. Include it in policies, job adverts and interviews so candidates know it’s a genuine option.

3. Ensure flexible arrangements are accessible to all, regardless of age, role or visibility within the team.

4. Support managers to adapt workflows, schedules and expectations to suit a range of work–life needs.

5. Review uptake of flexible work regularly and check in with staff to see what is and isn’t working.

TIPS FOR GENERATIONAL MENTORING

1. Establish two-way mentoring programmes that encourage knowledge sharing between different age groups.

2. Real Journeys, a New Zealand tourism company now known as RealNZ, implemented a mentoring programme pairing younger staff with experienced ‘Wisdom Workers’. This initiative facilitated skill development and strengthened cross-generational collaboration.

3. Pair employees based on complementary skills and learning objectives.

4. Recognise and celebrate the unique contributions of each generation to foster an inclusive workplace culture.

TIPS FOR GENERATIONAL RECOGNITION

1. Offer a range of recognition methods, such as public shoutouts, one-on-one praise, written notes or performancebased rewards. The key is matching the approach to each person’s personality and preferences.

2. Tailor recognition and rewards to suit both individual preferences and generational expectations. What resonates with one team member might fall flat with another.

3. Encourage managers to have regular conversations with their team to understand what personally motivates each individual.

Julia Shallcrass is the founder of KiwiBoss, an HR and employment law training company. Julia is an employment lawyer who provides in-house training to organisations throughout New Zealand. She presents many courses through HRNZ, including Change Management Essentials, Effective Performance Reviews and Giving Feedback, Holidays and Leave Entitlements, Interviewing Skills and Selecting Talent, Managing Workplace Conflict, Managing Poor Performers, Managing Sick Leave and Medical Incapacity, Managing Mental Illness at Work, Negotiating Exit Settlements for Problem Employees and Restructuring and Redundancy.