Hiring in Multigenerational Workforces
In the current business world, most companies have a multigenerational workforce. The largest share of the working-age population is, so far, comprised of Millennials at 54%. There has been an up-to-five-generation workforce that has been identified in South Africa, namely, Traditionalists, Baby Boomers, Generation X, Millennials and Generation Z.
Before the COVID-19 pandemic, an urgent Human Resource (HR) concern within organisations was handling an increasingly multigenerational workforce. The recruitment process around a diverse group of workers proved challenging as each generation presents a different outlook, management style and strengths. 80% of South African leaders cited Diversity and Inclusivity (D&I) as “important” or “urgent.” What emerges is an opportunity for companies to examine the traditional approach of segmenting employees by age group as the average population ages increase and the working-age numbers decrease.
The market is characterised by the war for talent, and organisations adopt a more flexible approach in their recruitment processes – a strategic plan coupled with the right tools. As only 6% of companies agree that their management is equipped to lead a multigenerational workforce, leadership should consider the dynamic business environment and different preferences to attract, engage and advance the best talent. Furthermore, South Africa’s current workforce can be mapped according to the country’s key historical moments pre- and post-democracy. The conceptions of each generation are important when looking to hire:
Traditionalists – 1945 and before (Apartheid Generation)
This group would have experienced significant eras such as the Great Depression, World War II and the onset of Apartheid, and consumed radio as their primary form of communication. They are considered hardworking – they were raised in a time when jobs were unabundant. They display loyalty towards their employers and stay in their company for as long as possible. They may be less likely to initiate conflict, although they are steadfast in their ways.
Baby Boomers – 1946 and 1964 (Struggle Generation)
This group is characterised as confident and independent. Their communication consumption began to incorporate television, and they would have experienced the Civil Rights Movement and the Space Age. This generation often defines themselves by their careers and professions and assumes leadership positions in their teams (although typically for personal advancement). They are also more likely to feel threatened when challenged or treated equally by younger employees.
Generation X – 1965 and 1976 (Transition Generation)
Members of this generation are self-reliant and flexible and often seek challenges and opportunities to advance their careers in the workplace. Their perspective may allow them to cultivate a more accepting workplace environment, but they will engage Diversity, Equity and Inclusion (DEI) more actively.
Generation Y (Millennials) – 1977 and 1995
This group is defined by its proneness to communication through electronic devices and of good multitasking capability. They are hyper-connected and engaged on social media, increasing their capacity for new and innovative ideas that add a competitive spirit to the workplace. They value home over work life and will seek a more flexible work schedule where possible. This generation works well in a team, though may unknowingly create conflict by treating all team members equally.
Generation Z – 1996 and after (Born Free Generation)
According to Deloitte, this group will likely surpass Millennials as the most populous generation on earth, with this trickling into the workplace. Although the first fully digital generation, Generation Z demands greater personalisation in how organisations operate, insisting on robust training and leadership programmes that tangibly focus on diversity.
Employers must understand that a homogenous approach to workplace communications and styles, particularly in a multigenerational workforce, does not exist. However, it does involve an intentional ability to identify employee skills and strengths, recognise how they may contribute and understand how they can be engaged.
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Professional Sourcing can assist with the recruitment process during and after the pandemic. Our team has a strong reputation for recruitment expertise within our specialisation areas. Visit prosourcing.co.za for more info.
Professional Sourcing can assist with the recruitment process during and after the pandemic. Our team has a strong reputation for recruitment expertise within our specialisation areas.
Professional Sourcing can assist with the recruitment process during and after the pandemic. Our team has a strong reputation for recruitment expertise within our specialisation areas. Visit prosourcing.co.za for more info.
Professional Sourcing has a strong reputation for highly developed recruitment expertise within our specialisation areas. We develop strong long-term relationships with our loyal clients. Allow us to help you deal with your frustrations of a lengthy hiring process.
Professional Sourcing is a top-tier South African-based recruitment agency operating internationally, IPM accredited, LEVEL 2 BEE RATED and 51% Black Owned.