Multigenerational Workforce Strategies: How HR Leaders Can Build Trust, Growth, and Engagement Across Career Stages

Full Webinar Transcript

Transcript lightly edited for clarity and readability while preserving the speakers’ meaning and conversational tone.

Welcome and Introductions

Anne Cesak: Welcome to our Insights webinar in partnership with Indeed. Thanks for making the time today to join us.

My name is Anne Cesak. I’m a Senior Consultant here at Great Place To Work and a Certified Human Resources Leader here in Ontario. I’m going to be your host for today’s webinar.

I’m really pleased today to be joined by Alexandra Tillo. She is the Senior Talent Marketing Consultant at Indeed. Indeed is the world’s number one job site and a global leader in matching and hiring, operating in over 60 countries. Welcome, Alex.

We’re also joined by Andrea Malloni, who is the Regional HR Manager for Canada at NVIDIA, the world leader in accelerated computing and AI technology.

And we have Jamie Rogers, who is the Director of Talent and Global Mobility at Seaspan ULC, a Canadian maritime company specializing in shipbuilding, ship repair, marine transportation, and commercial ferry services. They are also a long-term strategic partner to the Canadian Coast Guard and the Canadian Navy under the National Shipbuilding Strategy.

We’re really happy to have all of you with us today for this panel. Before we jump into the conversation, I’m going to turn it over to Alex for a minute, because what we’re really here to talk about today is some insights from the Indeed Global Talent Report.

So Alex, I’ll hand it over to you.

Insights from the Indeed Global Talent Report

Alexandra Tillo: Awesome. Thanks so much for the intro, and hello everyone. Welcome to our webinar. I’m Alex from Indeed, and yes, we’re doing this webinar in partnership with Great Place To Work. I’m really happy to be here with you today.

I’m going to speak for just a few minutes, because I think what we really want to hear is from our panellists and their insights from their daily lives as talent leaders.

I’m just going to share a couple of data points, because at Indeed, we are all about data. This comes from our 2025 workforce survey, the Indeed Global Talent Report, which gives insights into the multigenerational workforce. It’s perfect for today’s discussion.

I selected a couple of stats that I thought would be very relevant for today, and the first one is a positive one. Sometimes when we think about a multigenerational workforce, people are a bit worried. There can be a lot of questions behind it. But when we interviewed job seekers and employers, there was actually a lot of positivity and hope behind it, with all those generations — actually five generations — working hand in hand.

Seventy-seven per cent of employers surveyed said having a multigenerational workforce helps create a positive atmosphere at work. Not only that, but 74% mentioned that it boosts productivity when they manage teams with a multigenerational workforce.

When we asked employees what the top benefit was for them in their daily lives — what they preferred, and what was important and impactful about working with people from diverse career stages — 67% mentioned shared knowledge.

I know that’s something we’re definitely going to talk about today. So it’s really about seeing that as a benefit and seeing that a multigenerational workforce does improve productivity and the bottom line.

One of the main challenges that was revealed to us — and it is something we already think about — was communication style. One-third of all generations surveyed said communication style was the main obstacle.

Of course, different generations grew up in different eras. They have different preferences in workplace communication, and that can be challenging when people from different generations are trying to get their words out, but are doing it in different ways that might be interpreted incorrectly.

Misinterpretation was another key point. We heard that sometimes when Gen Z tends to have cameras off during meetings, other generations, like Millennials and Boomers, may think it signals disengagement. But from the discussions and surveys we did, it was often more about privacy concerns.

The economy is a bit tough. Younger generations may be more likely to live in shared housing, have roommates, or be working out of their bedroom with people around them. So sometimes turning the camera off is more about privacy than disengagement. That’s why communication is such a clear obstacle.

From a solution standpoint, what we heard — and I know Andrea and Jamie have great examples to share today — is that mentorship programs and ERGs can be very effective in helping everyone work well together and share knowledge.

The best ways we heard to turn age diversity into an advantage, from a talent acquisition perspective, include a skills-first hiring mindset, especially when looking at younger generations. It’s much harder for them to find their first employment right now, so opening up your mindset is important.

Look beyond degrees and years of experience. Have they done community work? Side gigs? Caregiving? There’s much more to pay attention to. Over half of Canadian employers are already doing this, so let’s jump on the train and make sure we’re looking outside of just the degree and years of experience.

From a retention standpoint, what we heard is making a big impact and helping people stay engaged across generations includes DEIB initiatives and career growth.

Career growth is not just for younger generations. Millennials and even Boomers are also asking, “What’s next?” So as an employer, it’s important to make sure you have something for everyone when it comes to career growth.

I’ll leave it there. That was a quick summary of the report, and now I think we have great questions. I really want to hear from our panellists as well.

Debunking Myths About Generational Differences at Work

Anne Cesak: Excellent. Thank you, Alex.

Let’s jump right into our panel discussion and talk about some myths. What are some of the myths about generational differences at work?

Jamie, I’ll start with you. What are a couple of things that you see or hear from your perspective?

Jamie Rogers: Sure. Thanks, Anne.

It’s a topical question because it has come up recently in some of our planning work. One myth is around generational differences and how much people value stability and long-term growth within an organization.

I think in specific cases, that can exist. But if we drill down further, it often comes back to the desire for growth. It’s about seeing what drives different individuals in growing and developing their careers.

That’s really what we try to focus on, because I think that desire exists across all levels of someone’s career. It’s about figuring out how you feed that growth in different ways.

So we don’t look at growth as something specific only to early-career employees. It’s something that spans all generations. I think everyone is motivated by something, and people are eager to develop and change. I can touch a little later on some of our programs, but there are different ways and different levels to find what works for those people.

Anne Cesak: Awesome. Andrea, how about you? What are some myths you’ve come across?

Andrea Malloni: Great question, and thanks.

I think the idea of fixed traits based on a generation is entirely overblown. People are incredibly adaptable and incredibly multifaceted. For us to brand an entire generation with one trait is really unfair.

For example, the myth around work ethic is something I think is entirely unfair. We see different applications based on different types of work experience and life experience in groups that are born at different times.

So I think it’s important to remember that people are adaptable. Exposing them to new opportunities or different types of mentorship can entirely change the way they react in a work environment.

Anne Cesak: I love that expression, “fixed traits.” It’s this idea of looking at a whole generation of people and assuming they’re all going to act that way. We hear a lot of that, and I really like that phrase.

Alex, was there anything from the research that stood out for you?

Alexandra Tillo: I love the word myth, because there are a lot of them. And they really are myths.

Some things we tend to hear over and over again are that Gen Z only cares about working from home or flexibility, Millennials need constant feedback and reassurance, Gen X values independence above all else, and Boomers resist change.

Again, these are myths. Sometimes there’s a grain of truth — myths usually start from somewhere — but in reality, when we talk to job seekers, candidates, and employees, regardless of age, everyone wants clear expectations, career growth opportunities, and respectful leadership.

There are very common values among everyone, and I think that’s something employers need to keep in mind. There is more that brings us together than separates us.

Anne Cesak: Absolutely. And something we talk about at Great Place To Work is being a great place to work for all. We all come from different lived experiences. We’re all from different generations, and there are lots of things that make us unique. But to your point, Alex, there are also many things that bring us together.

Learning, Reskilling and Internal Mobility

Anne Cesak: Now I really want to get into hearing from you about some of the unique things your organizations are doing.

Andrea and Jamie, my question is broad, and I’ll let you bring your own perspective to it. What role do learning, reskilling, and internal mobility play in keeping early-career, mid-career, and late-career employees engaged?

Andrea, I’ll turn to you first. Tell us about some of the unique programs at NVIDIA.

Andrea Malloni: Thanks.

I think it’s really important to remember that mobility is not in one direction only. People often assume it’s upward only. But when we think about keeping things fresh and keeping a career in motion, it doesn’t always have to be upward.

At NVIDIA, we have a very flat organization. We’re not very big on hierarchy, and we’re not very big on titles. To some extent, even people’s career levels are muted. Only you might know what that is — it’s not listed on a formal hierarchy.

So mentorship becomes really important, and ongoing career development is important. The way we’ve invested in those programs at NVIDIA is significant.

That might look like professional certifications in any number of areas, including soft skill development through something like Coursera or LinkedIn Learning. That has been highly successful.

Being able to acquire professional certifications through Yale, the University of Glasgow, or other international institutions through a platform like that is incredibly valuable for people at any stage.

Alexandra Tillo: I can add one point. Jamie, I know you were about to speak, but something Andrea just said made me think, “Oh my God, I have a stat for that.”

She mentioned that mobility is not necessarily about moving up, and that NVIDIA has a flatter structure. When you ask Gen Z how they see growth in a company and what their career goals are, only 6% of Gen Z say senior leadership is actually a goal for them.

I think that would be completely different if you asked Boomers or Millennials. So it’s very interesting, as we welcome more of that generation into companies, to think about what growth means. It may not necessarily mean moving up. It could mean moving laterally as well.

Anne Cesak: I think it used to be called a lattice. I don’t know if we’re still using that language or if I’m dating myself, but it used to be called a lattice.

Jamie, tell us about Seaspan and how you look at development across generations.

Jamie Rogers: It’s a great question. There were a lot of great points from both Alex and Andrea, especially around the diversity of development programs offered.

At Seaspan, we have core competencies that all employees follow. Two of those are situational adaptability and decision quality. We’ve really tried to infuse those into the various programs we have, with a strong focus on rotational moves cross-functionally across the business.

We’ve found it key to get people exposed, whether short term or long term, to a variety of other areas.

And what Andrea was saying is important: it doesn’t have to be a step up. It can be lateral. It could even be a step down if you’re going into a technical environment that you haven’t been in before.

Then we tie that into some of our programs, like our New Grad, Emerging Leaders, or High Potential programs, so that they’re close enough together.

At a higher level, we look at it like stepping stones. Whether it’s technical development or leadership development, the goal is to make sure the stepping stones are close enough together so someone can make that leap within your organization without having to stumble, fall, or look elsewhere for that next move.

Depending on what they’re looking for from a growth perspective — soft skills, technical skills, or something else — you want to have a close enough suite of tools to offer so they do have a next step.

Anne Cesak: The work that we do is really about looking at how organizations impact the broader world. At Great Place To Work, it’s about building a better world by helping organizations become great places to work for all.

If we’re helping people build adaptability internally, they take that into their personal lives as well. Anything they do internally, they’re going to take externally too. So I think it’s important to look at it from that perspective.

Using Data to Understand Employee Needs

Anne Cesak: Speaking of data and gathering people’s needs, I want to shift the conversation. Our topic today is about data-driven strategies that work.

Jamie, I’ll start with you. How do you gather data to make decisions when it comes to working with a multigenerational workforce?

Jamie Rogers: I think this question ties very well into what we were just talking about, especially around variety in terms of the programming we offer.

When you’re dealing with a multigenerational workforce, variety matters in how you approach, gather, and collect survey data, so you can fully understand what the full employee population is looking for.

We use a variety of tools. We do organization-wide employee surveys and pulse checks. We have town halls that are very open, with back-and-forth communication, which has been fantastic.

We’ve developed manager check-in tools, with support pieces for managers to have one-on-one conversations that are not just about, “What work are you doing today?” but also, “How are you? What else is going on?” That type of thing.

We also use 360s and other tools. But the real focus is often on how we take all of that, funnel it together, and move it through to come out with solutions.

On the solution piece, we’ve had our trials working through some of those as well. It can be fantastic to come out with a new solution or tool, whether it’s related to talent development, total rewards, benefits, or something else.

But what’s really important is the post-assessment and evaluation of those tools. The pace of change in organizations today is so high that six months from now, you may not be hitting the mark anymore.

So making sure that tool or resource is movable, transferable, or has a plan to become a 2.0 later on is really key. It helps you keep up with the pace.

Anne Cesak: I think that’s a really good point.

As you were talking, I was thinking about things that become the “flavour of the month.” For folks joining us today, it’s a caution around asking: what is the shiny thing we could implement that might help us with this, versus staying the course with things we’ve already adopted and that people are starting to get comfortable with?

So maybe it’s a 2.0 versus a net-new program. Thanks for sharing that.

Alex, did anything come out in the data around this topic that you want to share?

Alexandra Tillo: I wanted to piggyback on what Jamie and Andrea mentioned.

It depends on your company size and the budget you have. Sometimes these things are fantastic, but they can also be costly. At Indeed, we do a lot of surveys, and they’re massive-scale surveys.

But what I heard in the answers as well was the importance of staying in touch with your people.

Even if you’re a small or medium-sized business, it’s also about empowering your managers to do those touchpoints. Maybe you have your one-on-ones, but maybe you also have a lot of workers in the field, so it might be more difficult to gather data from people who are not always in an office environment.

Sometimes it’s through your people leaders that you can get that data.

It can be a touchpoint with your employees, but make sure you’re asking the same type of questions. I want to be very clear on this: to avoid bias, regardless of generation, role type, or seniority, ask the same questions to your people about their experience, how they feel in their role, whether they would like to get into a learning and development program, and whether they’re interested in skilling or reskilling.

Make sure you ask the same questions to everyone. That way, when you gather the information, even if it’s through your people, you have data you can compare.

I’ve unfortunately seen cases where the questions were adapted depending on the generation. I don’t think you can get clear data or comparisons if it’s not based on the same questions.

It’s also about empowering your managers to have those conversations. We talked about communication earlier, and it really helps build trust with all generations and with leadership when people feel they can speak the truth and be transparent about what they actually need to succeed.

Anne Cesak: Thanks for sharing that, Alex. I think that’s a really important point about asking the same questions. Really key.

For the folks listening today, we’re sharing what these organizations are doing, and maybe there’s something you can adapt for your own workplace.

Developing Inclusive Leaders

Anne Cesak: Alex, that’s a really nice segue into my next question for everybody: how does your organization develop inclusive leaders — leaders who wouldn’t ask different questions of different generations?

Andrea, we’ll start with you. How does NVIDIA develop inclusive leaders?

Andrea Malloni: I think it’s really important that we emphasize the power of high EQ and the power of empathy as we develop and coach leaders.

Seeking to understand is a core principle before we jump to solutions. We often jump to, “What do we do in this situation?” before we ask, “Why is this happening?” or “What are we missing?”

We also encourage managers to ask questions about the unseen and to look around the corners they may not initially be investigating. “Who is missing from the table?” is a big question.

As we are solutioning something, do we have solid representation of the various demographics and perspectives we need to find a great, truly dynamic solution? Whose voice hasn’t been heard?

At NVIDIA, we have a concept called “pilot in command.” As a new initiative begins, or as there’s a new solution we need to work toward together, we identify someone who is essentially the pilot in command — the person steering the ship as we solve the problem.

It may not always be the most technical person at the table. Often, it is the best communicator, the best collaborator, or the person who is able to think most holistically as we work through the solution.

That’s what I would challenge leaders to think about. It’s not always the person with the most technical muscle or the most hard skills. We need to think through an EQ lens to be successful in the age of AI.

Our CEO was recently asked — by an intern, actually — what the most important skill set is for moving forward in the world. He said we are beyond the age of knowledge, because we are now in the age of AI. Answers are at everyone’s fingertips. It’s the person who is able to ask the best question.

I thought that was incredibly wise and helpful.

That’s the kind of leader we want: someone with high EQ, high empathy, and the ability to ask the questions that will get us to the next level.

Anne Cesak: That’s interesting. I’ve been hearing more about EQ in terms of skills and development. And then the question becomes, how do you develop EQ? That’s probably another topic for another day.

Jamie, tell us about Seaspan. How do you develop inclusive leaders?

Jamie Rogers: I think Andrea covered it so well, especially with the focus on EQ.

In this day and age, with fast-moving developments, technology, and everything we’re fitting into the day, it feels like everything is pushing to the next level. But when it comes to soft skills — which I also believe are the most important — I think we still need to go back to the basics.

Not to steal something from my daughter’s school — she’s in kindergarten this year — but something her class is working hard on is full-body listening. That means being fully present, fully aware, and in the moment.

That’s hard for a five-year-old to do. But if we scale that up to adults in a corporate setting, it’s still quite difficult. We have a lot of distractions and a lot of different things going on.

So when we build programs and development training, it doesn’t have to be huge. It can be a job aid or something simple that gives people opportunities to work on fully listening — without preparing their answer before they understand where the other person is coming from, and while avoiding defensiveness in their approach.

On the flip side, as Andrea touched on, there’s also clear communication. I see this often, especially at the leadership level: leaders communicate, but they don’t always communicate the context, the strategy, or the larger plan.

Then you’re trying to pull people along without joining everyone together through the overall strategy or plan.

So it’s about focusing on the basics. Over time, hopefully people start improving, but those are such key skills to help with everything else going on.

Anne Cesak: I’m feeling optimistic if this is what Gen Alpha is being taught — full-body listening, is that what it’s called?

Jamie Rogers: Yes, that’s right.

Anne Cesak: This is the next generation coming into the workforce, and they’re learning this skill.

As leaders, I think there’s also that idea of reacting versus responding. How do we make time to respond instead of react? Everyone has talked about pace, and certainly AI joins the mix as well.

Alex, any insights from you from the report?

Alexandra Tillo: Yes. I just love what they both mentioned about EQ. And Jamie, your example of your little one is fantastic.

I was thinking that Gen Alpha is starting to work slowly but surely. They already have their digital world. For them, AI will feel natural. We’re all learning new tools, and it can be tricky, but for them, it will just be natural.

If on top of that, we make sure they have human connection, that they understand each other, and that we build psychological safety at work, they will be powerful. That sounds fantastic.

Hopefully a lot of schools are doing the same thing. I think that example was really great.

The EQ point is very important, especially when technology is coming in. Of course, we want to embrace technology, but we still need to think about our people. Our people are who we are as companies. They are who we support.

From the transparency piece Jamie mentioned, I thought it was great to hear that from a leader at Seaspan. I’ve definitely seen companies where they communicate decisions, but only leaders know the “why.”

To Jamie’s point, it’s really hard to keep all generations calm and motivated by an idea if they don’t understand the why.

So again, transparency matters. Don’t change your communication completely. Be who you are as a leader, but make sure you’re communicating to everyone about what’s happening.

When you think about performance as a company, you need everyone on board. So have that mindset of transparency.

I also want to reassure everyone that it’s okay to fail. Everyone — Gen Z, Boomers, and everyone in between — appreciates when leaders are clear and say, “We tried this. It didn’t go as planned. We’ll do better next time.”

Don’t bury it under the rug. People really appreciate leaders who communicate even about failure. It actually makes you a better leader in the eyes of everyone, regardless of which generation they’re from in the company.

Advice for HR Leaders Managing Intergenerational Complexity

Anne Cesak: Alex, I don’t see any questions yet, so we’ll keep talking.

As I mentioned, we have folks in our audience today, and everybody likes to go away from these webinars with a nugget or something they feel they can implement or really think about.

Andrea, I’ll start with you. What is one piece of advice you would give to an HR leader managing intergenerational complexity right now?

Andrea Malloni: I think the most important thing is to recognize that the tapestry we have at this particular moment in time is an incredible gift and an incredible superpower for the workforces we’re leading and coaching.

When you think about the diversity of the workforce, we have a chance to seize the best of basically an 80-year arc of history. The scope is incredibly wide.

I was doing a little reading this morning, and when you think about the events and cultural flashpoints that have occurred for the workforce you might have right now, we’re talking about everything from Woodstock to the birth of AI at a single table. That is incredibly rich.

So instead of thinking, “There are all these divisions. How do I meet the needs of all of these different groups?” — which is incredibly challenging — I think this is where we need to blow the doors wide open.

We need to invite everybody to the table and ensure there is wide representation in every conversation and every solution that needs to be met.

Leverage that. Ask questions. Engage in conversations.

I really like what Jamie said about ensuring communication is at the core. That’s the one thing that will link and serve every aspect of this. Everyone has so much to give.

There’s a great book called Gentelligence that I wanted to refer the audience to today. I can put the link in the chat as well. It talks about this incredible opportunity for everyone working in HR right now.

When you think about these cultural flashpoints and what everyone has lived through in their own way and through their own lens, we have an opportunity to select from the best.

If you think about creating a brilliant meal, we have phenomenal ingredients at the table in the workforce right now.

Anne Cesak: Wow, I love that. You used the word tapestry, and that gives me such a strong visual. Thank you very much for calling that out.

Jamie, how about you? What’s some advice you would give?

Jamie Rogers: That’s hard to follow. Andrea did a fantastic job painting the picture.

But I do love her idea around bringing everyone together. From a talent perspective, something we’ve really been focusing on is reskilling and learning agility, and how they can’t be optional anymore.

This applies across everyone in the organization. You’re not picking and choosing who needs to learn or reskill. It’s about keeping learning agility in mind and thinking about how people will reskill for what they’re doing next year, regardless of level or position.

The more you infuse that into the organization, the more you can reduce some of the fear, uncertainty, and anxiety that can come from change. Those feelings start to lessen as people are exposed to it.

So it’s better to start now, because I think it will be so important with how much change is occurring.

Anne Cesak: Jamie, that’s such a great answer. I love that so much. We emphasize adaptability and agility all the time. It’s such a core word for everybody, regardless of which generation you happen to fall into or where you find yourself in the workforce.

That was an awesome answer, and I completely agree.

Final Reflections from the Indeed Global Talent Report

Anne Cesak: We’ve got a couple of minutes left, and I wanted to give Alex the last word around the report.

If there’s anything you wanted the audience to take away today before we close out, please share. I don’t see anything in the Q&A, but for folks listening, there is a Q&A function if you have questions for Jamie, Andrea, or Alex.

We had a lot to talk about today, so we really dug into the discussion because I thought there was a lot to share — which there clearly was.

Alex, any final thoughts around the report and what people should take away?

Alexandra Tillo: Honestly, it’s really what Jamie and Andrea shared. That’s why I love these webinars — because I have the report, and I have the data, but then when people actually talk about it, everything is linked. The data supports what they said. Even the data presented at the beginning came through again at the end.

To Jamie and Andrea’s point, let’s not build a workplace for generations. Let’s build for career stages.

Don’t assume that because someone is a certain age, they should be in a certain place. Ask: what do they want? How are they looking at their own future?

People have very different perspectives in life, and I think companies will gain in terms of retention if they are more open-minded about that.

We talked about lateral moves, not just moving up. Be more open-minded regardless of generation.

The EQ point is also something we really need to pay attention to. What Jamie and Andrea shared through their examples shows us that EQ is not going to be just a buzzword. It’s something we need to focus on.

Think of your company and your people in terms of career stage, not only generation. Make internal mobility and reskilling the default.

Boomers will need reskilling for different things now that AI is here, and Gen Z could help them with those projects. So maybe mix everyone together. Everyone has a lot to learn from different generations.

Look at people for their skills and not only which generation they come from.

Andrea said it really well: everybody has so much to give. There are a lot of assumptions in the workplace right now, so let’s treat everyone as equal.

Let’s make sure we listen to our employees, their expectations, and where they want to see themselves progress. There is a place for everyone in the company.

If leaders are able to hear that, I think retention and performance will see a tremendous positive impact.

Actually, I’m going to share the report in the chat. If people love data, it’s a free report and they can download it. Sometimes people need data to get buy-in from leadership, so I hope it helps reinforce the conversation.

Closing Remarks

Anne Cesak: Thank you so much, Alex.

I also want to thank everybody for today. I am Gen X, and I have Gen Z children, so this is an interesting conversation we have as well — about styles, entering the workforce, and what that’s going to look like.

I really appreciate your insights today and all the great work you’re doing in your organizations.

For everybody who stayed on with us today, thank you so much. I hope you took something away from it.

I hope you’ll join us next month for our next Insights webinar. We do these every month, and we would love to see you back.

Thank you again to everybody, and thank you for putting those resources in the chat as well. Have a great rest of your day, everyone.

Speakers: Thanks, everybody. Bye.