Dive Brief:
- Employees across generations agree their organizations can’t manage change, but there are stark differences in how the generations experience transformation, according to a Dec. 10 report from Eagle Hill Consulting.
- Notably, only 25% of the 1,448 full- and part-time U.S. employees Ipsos surveyed in August said their organization effectively manages major change, with little variation across generations. However, 70% of Generation Z believe process changes make their organization better, compared to 49% of millennials, 36% of Generation X and 45% of baby boomers, with older generations feeling less supported during change, according to the findings.
- Regardless of the generation, employees said the two most important factors during their acceptance of change are understanding why it was made and effective communication during the process, Eagle Hill said.
Dive Insight:
The findings underscore that a one-size-fits-all approach to change management is no longer sufficient, Melissa Jezior, Eagle Hill president and CEO, emphasized in a media release.
“Gen Z tends to see change as possibility, while more experienced employees see it through the lens of promises made and disappointments delivered. Leaders who understand these differences and then design change strategies that combine clarity, empathy and authenticity will dramatically increase their chances of achieving durable, meaningful transformation,” Jezior said.
For example, as a group, Gen Z is adaptable and eager to make an impact, the report noted. Organizational leaders can pair their enthusiasm with the institutional knowledge of more experienced team members, Eagle Hill recommended.
Leaders can also re-engage seasoned employees by framing change as an opportunity to extend their expertise, not replace it, and acknowledge their institutional knowledge as a stabilizing force during times of disruption, the report pointed out.
Also, most people experience change through their immediate teams, and whether change takes hold or falls flat is shaped by the day-to-day interactions between managers and peers, the report added. So, to drive effective change, organizations should help team leaders recognize who needs hands-on coaching, such as junior employees, versus who values autonomy and respect for experience, as seasoned employees do, it suggested.
The report follows up on findings Eagle Hill released in October showing that a third of U.S. employees who have recently experienced workplace change say it’s not worth the effort. Organizations are introducing change but not bringing employees on the journey, Jezior stated at the time.
When planning for transformation, organizations must also consider workspace design, particularly as employees continue to adjust to returning to the office, a September report from commercial real estate services firm CBRE indicated.
As employers map out future changes, their workplaces must reflect the needs of a multigenerational workforce, CBRE explained. The key is to design a space that bridges the needs of seasoned professionals, who focus on practical application of knowledge, with the priorities of emerging talent, who prioritize strong company culture and employee experience, it said.
