COVER SERIES

Mastering

Multigenerational

Speak

Building connection, culture & care across generations

By Jennifer Kennedy & Kim Skehan

For the first time in history, five generations are working side by side in today’s organizations. Each cohort brings distinct experiences, values, communication styles and expectations. In health care, these differences influence not only workplace culture but also how care is delivered, received and supported.

Understanding generational differences is no longer a soft skill. It is a strategic competency tied directly to quality, compliance, workforce sustainability and patient experience.

The 5 Generations

In-home care teams include employees whose formative experiences stretch from the Great Depression to the COVID-19 pandemic. Each generation brings distinct values, expectations and communication norms that influence how work is performed and how care is delivered.

Traditionalists or the Silent Generation (born 1925–1945) are shaped by the Great Depression and World War II. Though they represent a small percentage of today’s workforce, they are deeply influential. They value discipline, loyalty, respect for authority and a strong work ethic. Many remain highly effective team contributors and carry deep institutional knowledge.
Baby boomers (born 1946–1964) make up roughly a quarter of the workforce. Having lived through major social movements and economic expansion, they value teamwork, commitment, optimism and achievement. Many are delaying retirement, continuing to play key leadership and mentorship roles.
Generation X (born 1965–1980) holds a significant share of leadership roles today. Often described as independent and pragmatic, they value transparency, diversity and work life balance. Many belong to the “sandwich generation” and are caring simultaneously for children and aging parents—which strongly shapes expectations for flexibility and efficiency at work.
Millennials (born 1981–1996) now comprise the largest segment of the labor force. Technologically fluent and purpose driven, they value understanding the “why” behind decisions, seek feedback and growth opportunities and prioritize work-life balance. Millennials are also more likely to change jobs when their needs aren’t met.
Generation Z (born 1997–2012) is the youngest cohort entering the workforce. True digital natives, these employees value independence, authenticity, flexibility and financial security. Many prefer experiential learning and skill-based pathways.

Despite their differences, these generations share core needs: meaningful work, strong relationships and appreciation for their contributions.

Multigenerational vs. Intergenerational Workplaces

A multigenerational workforce describes who is present—employees spanning multiple age groups. An intergenerational workforce reflects how those generations interact. When organizations foster collaboration, mentoring and shared learning, they create environments where the whole becomes greater than the sum of parts.

Intergenerational collaboration allows organizations to preserve institutional knowledge, encourage innovation and strengthen continuity during times of change.

A diverse generational mix brings advantages. Different life experiences enhance problem solving, broaden perspectives and create continuous opportunities for teaching and mentoring. Knowledge transfer across generations helps organizations remain resilient and sustainable.

At the same time, challenges can arise. Differences in communication styles, learning preferences, technology comfort and workplace expectations can lead to misunderstanding or tension. Generational stereotypes and age related bias may further complicate collaboration if left unaddressed.

Successful organizations acknowledge these challenges and address them proactively rather than allowing assumptions to drive culture.

Communication & Learning

Effective communication begins with understanding the audience. Some employees prefer face-to-face conversations, while others are more comfortable with digital platforms. A one-size-fits-all approach rarely works.

Multigenerational training strategies are most effective when they incorporate:

- In-person workshops for discussion and immediate feedback
- Digital learning modules for flexibility and self paced study
- Peer mentoring to facilitate knowledge exchange
- Hands-on practice to reinforce real world application

Clear communication guidelines, multiple channels and an environment of openness help bridge generational differences and strengthen connections.

Leadership effectiveness increases when managers adapt their style to meet diverse needs—balancing structure with autonomy, respecting boundaries related to work hours and personal space and ensuring all voices are heard. Recognition remains universally important, whether delivered face to face, digitally or through brief acknowledgments.

Collecting and acting on employee feedback is an efficient way to validate assumptions and align organizational strategies with workforce realities.

Leading & Managing

Managing a multigenerational team requires adaptability and intentionality. Leaders must challenge stereotypes, tailor their leadership styles and respect differing boundaries around work hours, communication and personal space.

Key strategies include:

- Encouraging cross-generational collaboration
- Providing continuous learning opportunities for all employees
- Ensuring every voice is heard, especially those of younger staff
- Aligning development opportunities with career aspirations
- Communicating appreciation in ways that resonate across generations

Organizations that intentionally foster intergenerational collaboration are better positioned to retain talent, preserve knowledge and deliver patient centered care across settings.

Patient Care & Caregiving

Generational differences can also deeply influence patient and caregiver experiences. Older generations often prefer traditional in-person visits and telephone communication, while baby boomers value reputation and convenience. Gen X patients prioritize transparency, privacy and efficiency, balancing caregiving responsibilities of their own. Millennials and Gen Z patients expect personalized, data driven and technology-enabled care, often favoring virtual options.

Caregiving itself has become increasingly multigenerational, now spanning multiple generations within a single family. This reality requires clinicians to tailor education, communication and care planning not only to patients, but also to diverse caregiver networks with varying expectations and capabilities.

Implications for Quality

Organizations that intentionally foster intergenerational collaboration are better positioned to retain talent, preserve knowledge and deliver patient centered care across settings. In a multigenerational organization, success depends on the ability to listen, adapt and connect across ages, roles and experiences. Tailoring your message across generations is not about choosing one generation’s preferences over another’s. It is about listening, adapting and building bridges—in the workplace and in care delivery.

Organizations that embrace generational diversity, invest in intergenerational collaboration and align communication with values rather than age are better positioned to foster engagement, deliver high quality care and sustain their mission in an evolving healthcare landscape.

In a multigenerational world, connection is the true standard of excellence.

Kimberly Skehan is a registered nurse with over 30 years of hospice and home health clinical, management, regulatory, survey and consulting experience in hospice clinical operations, regulatory compliance and risk management. As vice president of accreditation for Community Health Accreditation Partner (CHAP), she oversees the accreditation organization survey team.

Jennifer Kennedy is the vice president for quality, standards and compliance at CHAP and is a nationally recognized hospice expert. She has extensive experience as a leader and nurse in diverse health care settings and has worked in hospice and palliative care for the last 35-plus years.