In the first article of this two-part series, we discussed strategies for training and engaging a multigenerational workforce. Here, we’ll outline how to effectively implement those strategies.

Despite the varying expectations and experiences of a multigenerational workforce, universally, employees want the same things: advancement opportunities, effective leadership, work-life balance and a sense of purpose in their roles. The shift from basing training decisions on assumptions about employees’ preferences to actively addressing their specific needs marks a significant step toward building a more inclusive and engaging work environment. Emphasizing skills development, particularly in areas like communication, collaboration and leadership, is crucial for developing a workforce that is not only skilled but also engaged and aligned with the company’s mission.

With these key areas of focus in mind, let’s explore the essential steps required to design and implement training programs that engage employees across different age groups.

Step 1: Evaluate Current Training Methods

Review the effectiveness of past training programs to gauge your organizations’ training strengths and areas for improvement. Look for trends among the goals that were met and the delivery methods used. This could include knowledge retention, skill improvement, changes in behavior, employee satisfaction and performance metrics. Did some modalities have a bigger impact than others? If that’s the case, aim to understand why.

Suggested methods and tools:

• Leverage data from learning management systems (LMSs) and assessments to track learner progress, engagement and completion rates. This data can provide insights into which methods are most effective.
• Collect and review qualitative data from surveys, interviews or focus groups about training content, delivery method, pacing and applicability of the skills learned.
• Consult performance evaluations to identify how training has impacted performance, which training objectives have been consistently applied on the job and which need reinforcement.

Step 2: Get Employees’ Input

While we often assume people, especially Gen Zers and millennials, prefer eLearning or other tech-based courses, the data may surprise you. Training Industry’s “What Learners Want” research found that most learners actually prefer instructor-led training (whether in-person or virtual), and when asked what they believe is the most effective training method, the majority said on-the-job training. Interestingly, younger employees expressed a stronger preference for instructor-led instruction and coaching than their older colleagues, challenging the belief that they prefer self-directed, technology-based learning.

No matter your employees’ age ranges, you shouldn’t make assumptions about their learning preferences. Instead, foster open channels for discussion to determine the unique training needs of each individual.

Suggested methods and tools:

• Conduct surveys or interviews to understand the employees’ preferred delivery methods, their familiarity with different modalities and specific areas they feel they need more training in.
• Utilize skills gap analyses, skills mapping and needs assessments to identify skills gaps and training needs across job roles and responsibilities.
• Establish a forum or other system where employees can anonymously make suggestions or provide feedback.

Step 3: Align Modalities With Training Objectives

While you should offer training modalities that appeal to a range of learning preferences when possible, those options should be based on what will be most effective in achieving the training objectives. Director of corporate research at Training Industry, Tom Whelan, Ph.D., says that, yes, preferences should be taken into consideration but, “What you’re trying to get somebody to learn should dictate what modalities are even feasible. From those options, then you let people pick which one would be better for them, which one is more aligned with what they’re doing in the flow of work.”

Giving learners choice (to the extent possible) can improve their engagement with the content, which leads to better training outcomes. And a more skilled, productive, engaged workforce is better for the business.

Suggested methods and tools:

• Embrace trial and error. See what has worked in the past for particular skills, and experiment with new modalities for more options and/or better results.
• Offer blended learning to accommodate varied learner needs. Combine self-paced learning with instructor-led sessions as well as virtual and in-person options.
• Keep up to date with the latest trends and research in the workplace (e.g., AI-driven personalized learning, microlearning and gamification) and how these might appeal to or benefit employees across generations.

Step 4: Assess and Evaluate, Often

After training, evaluate how well the objectives were met through the chosen modality. Use surveys, quizzes, practical assessments and observation to gauge the impact. Be prepared to adapt your approach based on feedback and results. If a particular modality isn’t meeting your objectives, consider alternative or supplementary methods.

Even when you’ve had success with a particular training method, continue to revisit and revise as materials need updating for new audiences, new policies or processes, and new, potentially more effective, modalities.

Suggested methods and tools:

• Establish clear metrics to evaluate the success of the training program (e.g., employee performance, engagement levels, retention rates). Conduct follow-up assessments to measure knowledge retention and application on the job.
• Do a test run by implementing a pilot program for a small group. Gather feedback to assess effectiveness and make necessary adjustments before a full-scale rollout.
• Regularly update training materials. Keep your training content current with evolving tools and methods, ensuring it remains relevant and engaging for all generations.

Final Thoughts

Younger generations may have different expectations of their workplace than the 9-to-5ers of 50 years ago, but that’s to be expected when the world looks nothing like it did in generations past. In those 50 years, the world has weathered wars, recessions, revolutions and a pandemic. Not to mention the explosive rate at which technology has advanced. With more information at our fingertips and a greater connectedness to the world than ever before, it’s only natural that today’s employees want their jobs to give them a sense of purpose in an inclusive, safe space that prioritizes their well-being. This shift in workplace expectations is not just a trend, but a reflection of how far we’ve come and an indicator for where we’re headed in the future of work.