New survey gives strong tips for success when working with multiple generations

A new survey from global job site Indeed has made some interesting predictions about the world of work, and how it will be impacted by changes and advancements of Artificial Intelligence (AI) over the next five years, also offering suggestions about how best to approach skill development across multiple generations. 

 

Nearly 70 per cent of Australian employers surveyed outlined a skills gap in their organisations, something which they foresee as widening over the next five years. These findings are consistent with the World Economic Forum’s prediction that close to 25 per cent of jobs will undergo transformation in the next five years due to sector and industry changes and advancements in AI.

 

One in three recruiters surveyed expect their roles to become much more challenging in the five year time frame, leaving the job site to urge employers to find ways now to engage and retain employees, and to take a ‘skills centric’ approach to doing so. 

 

The report, Skillfully Aligned: Closing the gap for a future-proofed workforce, explores skills-based hiring and upskilling as a means to broaden talent pools and future-proof organisations against existing and emerging skill demands.

 

However, when it comes to skills, the report’s authors caution that it is not a case of ‘one size fits all’, highlighting the generational expectations and nuances employers should consider when adopting a skills-centric approach—emphasising the need for talent leaders to tailor their upskilling and hiring strategies.

 

Gen Z – flight risks

 

A third of those in Generation Z (born 1997 to 2012) feel that their career progression hinges on continuous learning. 

 

It’s unsurprising therefore that they pose the greatest ‘flight risk’ if they are not provided with development opportunities. 

 

Nearly three quarters of this cohort (73 per cent) intend to switch jobs within the next 12 months, and a similar amount (74 per cent) expect to change careers over the next five years.

 

Tip for success: With skill growth and career progression a crucial element of retaining Gen Z workers, the recommendation is to provide these employees with clear development pathways to better attract and retain them.

 

Millennials – Skills enthusiasts

 

Almost all (96 per cent) Millennials (born between 1982 and 1994) believe in the need to improve their skills, with 37 per cent recognising the need to adapt their IT and digital literacy skills. This generation also places a higher value on soft skills than any other generation.

 

Tip for success: Millennials predominantly believe it’s up to employers to upskill employees. Therefore to retain and engage this generation, organisations should provide clear pathways for skill development, particularly focusing on digital literacy and soft skills.

 

Gen X – Influential

 

Autonomy and competency are key priorities for Gen X (those born between 1965 and 1980). 

 

They are influential, relationship focused, and creative. However they often think of themselves as already competent, and can therefore be less enthusiastic about adaptability training.

 

Tip for success: Recognise that Gen X is inclined toward autonomy, and emphasise opportunities for self-directed learning and personal growth. 

 

Highlighting the relevance of new skills to their current role and future career aspirations is crucial, as Gen X values staying relevant and adaptable in a rapidly changing industry landscape. 

 

Employer-led initiatives that offer upskilling opportunities aligned with industry advancements and technological developments are particularly valued by this generation.

 

Boomers – skill resisters

 

One in three Boomers (born between 1946 and 1964) believe they do not need to develop and improve their skills – 28 per cent have this perception, compared with just six per cent (on average) in the other generations. 

 

This mindset has implications on the long-term evolution of a business, as boomers are staying in the workplace longer.

 

Tip for success: To engage Boomers, it’s essential to address their resistance to adopting new skills. Highlight the tangible benefits of skill development—such as increased job security, relevance in the evolving workplace, and potential for leadership roles— to encourage participation.

 

A skills centred approach is vital

  

“Skills today have a shorter shelf life, so it’s critical employers take a skills centric approach to future-proof their workforce,” Indeed’s APAC Marketing Director, Rachael Townsley said.

 

“An impressive 91 per cent of Aussie workers feel confident in their ability to adapt to role changes, however, half of the workforce don’t know where to start when it comes to developing their skills.”

 

“Investing in upskilling and reskilling employees will ensure teams are equipped with the latest skills to meet evolving demands thereby strengthening an organisation’s resilience and adaptability,” she added.

 

“Vocational training is particularly effective for upskilling and reskilling. It focuses on specific skills and competencies needed for a particular job or industry and makes someone’s skill set more applicable and valuable.”

 

The research in this report was commissioned by That Communications Company on behalf of Indeed and conducted by YouGov, and involved 1,604 working- age Australians.

 

Access the full report here.