Today’s workforce is more generationally diverse than ever before. The World Economic Forum reports that, “for the first time in history, five generations—each with unique technological and formative experiences—are currently working side-by-side. But the age spread of today’s workforce has never been wider, while the experiences characterizing each generation have never been so different.”
Supporting a multi-generational workplace can get complicated, especially if leaders want to support the unique needs of younger generations. Millennials and Gen Z deserve a dedicated plan contributing to their success.
That’s where a motivational behavioral approach comes in.
Millennials are ages 29 to 43, comprised of people born between 1981 and 1995, and Gen Z are ages 12 to 28, comprised of people born between 1997 and 2012.
Unfortunately, these demographics are burdened by many stereotypical assumptions, and those perceptions can damage working relationships before they have a chance to thrive. Older workers and managers might assume that Millennials and Gen Z are entitled, disengaged, or job hoppers.
That’s because these demographic groups have different priorities and needs from previous generations of workers. Leaders will find the most success by taking a behavioral science perspective, one where motivation at work is driven by an individual’s needs, communication style, and passions, not their birth year.
Your first step to motivating Millennials and Gen Z? Get to know individuals with no assumptions. The best way to do this is to use a standardized assessment tool built to increase understanding.
TTI’s Talent Insights assessment measures both behavior and motivation through a combination of DISC and the 12 Driving Forces. When you understand how and why someone behaves, it improves communication, engagement, and retention. Younger workers want to feel seen, and the right tool can help you do that.
Once you understand an individual’s communication style, you can build better relationships. In general, Millennials and Gen Z are 73% more likely to want frequent feedback than their older peers. They’re looking for recognition and coaching to develop their skills, but that feedback will be most effective when delivered in accordance with your employees’ communication style.
Let’s look at both sides of Steadiness in DISC for an example. If your employee is a Steady communicator, they prefer defined responsibilities and clearly outlined expectations. Delivering feedback with actionable insights and direction on how to move forward will help them feel secure and engaged in their work. If you take the same approach with a Dynamic communicator, you’ll lose their focus immediately. Instead, deliver Dynamic feedback quickly and informally, allowing them to express themselves and bounce ideas back at you.
When your entire team understands each other’s communication styles, it creates a shared language within your team. Leaders can deliver the feedback their employees need exactly how they need to hear it.
"As Gen Zs and Millennials navigate a rapidly changing world of work, they are reevaluating the capabilities they need to succeed and the support they want from their employers,” said Elizabeth Faber, Global Chief People & Purpose Officer at Deloitte.
This means that leaders need to re-evaluate how they develop their teams. That same study from Deloitte reveals that many younger workers are worried about their professional futures with the rise of AI, and are relying on skills development to stay current and employable in a shifting marketplace.
Dig into what motivates your Millennial and Gen Z workers and find a way to integrate their passions into their development. You’ll create work that matters, which is a top priority for younger workers; SHRM shared that “86% of Gen Z and 89% of Millennials report that having a sense of purpose is very or somewhat important to their overall job satisfaction.”
When you can harness the power of motivation, you create an environment that fosters development and improves retention. Create development plans tied to how people work, not just what they do.
Motivating Millennials and Gen Z isn’t about special treatment or generational perks; it’s about understanding people as individuals. When leaders move beyond stereotypes and apply a behavioral lens, motivation becomes clearer, communication becomes more effective, and development becomes more meaningful.
The future of motivation isn’t generational—it’s behavioral. When leaders invest in understanding how people work and what drives them, they’re investing in the future success of their teams and their businesses.
Want to harness the power of Talent Insights for your team? Let’s make it happen.