Ways to Give Effective Feedback to Multi-Generational Workforce

As leaders, we must recognize and celebrate the variety in our workplaces, including the diversity in age, which is greater than ever.

Every day, more millennials join the workforce, even as more baby boomers put off retirement. We all are aware that every generation offers unique traits, qualities, and quirks to the workplace.

It is essential to create a work environment where feedback may be openly exchanged, especially amongst different age groups.

Good leaders are aware of this and know how to communicate with different generations in a way that is not only accepted positively but also translated into action.

As a result, various generations will require a different strategy while speaking with one another. Effective feedback-sharing when working with a mixed-generational workforce is a crucial component of any leader’s toolkit.

Let’s begin, learn how various age groups react to and prefer feedback.

Baby Boomers (those born between 1946 and 1964)

Baby Boomers view feedback as a means of ensuring growth and development. They respect honest feedback, and they frequently take feedback seriously.

Baby Boomers value the input that has been thoroughly investigated and supported by data. For Baby Boomers, providing constructive, in-person feedback is crucial. The best strategy is to offer constructive feedback in a respectful manner, which enables direction without harming.

They also place a high priority on personal development, so when making remarks, be sure to set reasonable expectations and acknowledge their accomplishments.

Real-world scenarios can be used as examples of how leaders can provide feedback to Baby Boomers.

1. To ensure Baby Boomers are conscious of their progress, give them in-person feedback frequently and constructively.
2. Use statistics to support their comments, such as performance reviews and goal-achieving data.
3. Give respectfully straightforward and honest feedback.
4. Make sure that each person receives input that is specific to them and that their accomplishments are recognized.
5. To make sure Baby Boomers have understood the input and addressed any issues, follow up with them.
6. Encourage Baby Boomers to share their opinions on their personal encounters because they may have insightful information.
7. Promote flexible work plans that can adapt to shifting demands and standards.

Generation X (born 1965-1980)

Feedback is viewed by members of Generation X (born 1965–1980) as a platform to ascend personally and professionally.

They favour input that is results and goal-driven. Additionally, Gen Xers prefer to receive feedback in a private set-up and value it when it is open and honest.

Short-term objectives that can be achieved quickly and feedback that highlights their contributions to the team and company work best to motivate this generation.

They can better understand their job roles and value with regular, constructive feedback, which also presents chances for personal development.

Examples from the everyday living of how leaders can interact with Generation X:

1. Set attainable objectives for them to strive towards.
2. To offer suggestions and comments, communicate frequently and honestly.
3. Encourage them by praising their accomplishments.
4. Give each person individualized chances for learning and growth.
5. Encourage your team to be accountable for their efforts.
6. Respect their need for a work-life balance by offering open scheduling options when we can.
7. Give them credit for the contributions they made to the squad and the organisation.

Millennials (people born between 1981 and 1996)

Millennials view feedback as a means to increase understanding and trust. They typically welcome constructive criticism and value input that offers suggestions for improvement.

Additionally, timely and consistent input is valued by millennials. Millennials are accustomed to frequent communication, so they might presume that if their manager doesn’t provide any feedback, they are performing below averagely.

As a result, it’s critical to give regular, brief feedback to make sure the employee is conscious of their development. Contrary to earlier generations, Millennials are less responsive to harsh feedback and negative feedback, and they might even become disengaged from their jobs. As a result, it is important to adopt a positive and beneficial strategy while also providing support and assistance to encourage learning.

Examples from everyday living of how managers can interact with millennials include:

1. Give timely and frequent feedback, both constructive and positive.
2. Be direct and honest in communication, but also respectful and considerate of their emotions.
3. Instead of critiquing and judging, offer advice and support.
4. Consider the solutions rather than just the issues.
5. Offer chances for growth and development, such as mentoring or courses for career advancement.

Gen Z (people born between 1997 to 2010)

Feedback is seen as a way for Gen Z members (aged between 1997 and the present) to collaborate with their colleagues and managers. Direct and useful input is what they favour.

Additionally, Gen Zers value feedback that is specific to their needs and objectives. Gen Zers are drawn to more natural forms of communication like face-to-face interactions, video chats, or even text messages when getting feedback because they are constantly exposed to platforms for communication like social media.

The Gen Z generation is used to getting feedback from peers and managers in a variety of methods. They value honest feedback that is tailored to their particular needs and objectives.

Instead of impersonal emails, Gen Zers prefer to receive comments in-person, via video chat, or even through text messages. They are aware of the value of feedback as an instrument for teamwork and development.

The need for digital communication platforms has grown as a result of flexible work arrangements like remote work, which has increased Gen Zers’ comfort level with getting feedback in this format.

Managers who want to guide Generation Z should:

1. Giving regular and explicit feedback during discussion
2. Asking questions to better grasp each other needs and objectives.
3. Promoting open communication and collaboration.
4. Encourage them to be innovative and be self-starter 
5. Using technology to establish successful remote working relationships with them.
6. Recognize and thank them for their efforts and accomplishments.

Conclusion

A more efficient and meaningful feedback process can be developed by being aware of the distinctions across the generations when it comes to feedback. Managers should provide feedback in a way that encourages learning, growth, and a sense of value among their team members in order for the organisation to succeed.

Because of this, it’s crucial to comprehend how each generation like to get feedback and to modify your leadership style accordingly in order to promote a happier and more effective workplace.