Managing a changing workforce The US workforce is on the cusp of a demographic transformation. Analysis by EY, based on US Bureau of Labor Statistics projections, shows that Millennials and Gen Z will account for nearly 60 per cent of the workforce by 2033, while members of Generation Alpha will make up a further 14 per cent. Baby Boomers and members of Gen X, meanwhile, who represented 46 per cent of the workforce in 2023, will only make up 28 per cent by 2033. For leaders, this shift is more than statistics; it demands an altogether different system for talent management, learning and governance. One practical framework that can help leaders translate insight into action, while avoiding micromanagement and preserving coherence is the 3-A Model: Acknowledge, Adapt and Align, as described below. Acknowledge differences early and explicitly: rather than emphasising that we are all one, we should celebrate diversity. Managers could start meetings by surfacing working preferences and allowing team members to name their preferred communication styles, with the potential benefits of reducing attribution errors and misjudgements. Adapt structures: managers can offer multiple pathways for delivering results. This can encompass synchronous and asynchronous, long-form and micro-learning, as well as mentorship and micro‑mentorships, rather than the imposition of traditional leadership styles that can quickly appear dated in modern workplaces. Align around outcomes: managers should focus on outcomes-based goals and transparent metrics to ensure that diverse approaches still drive the same business results. The benefits of this approach can be seen in the case of a multinational consumer goods company that established cross-generational innovation squads to accelerate product development. Each squad included a senior marketer (Boomer), mid-career project leads (Gen X/Millennial) and junior digital specialists (Gen Z). Over four sprints, the squads reduced a product’s time to market by 25 per cent and introduced three social-first concepts that outperformed category benchmarks. More importantly, senior leaders reported increased trust in junior colleagues’ ideas and higher internal mobility: several junior members moved into product roles within 12 months, accelerating
talent pipelines and lowering external hiring costs. In this case study, the company’s approach converted generational differences into a clear competitive advantage. Leaders often stumble by applying one-size-fits- all solutions, underfunding experimentation or neglecting to measure the outcomes of collaboration effectively. However, these risks can be mitigated when leaders begin by setting clear success criteria and documenting the learning cycle. Consider the following 90-day plan: for days 1-30 , put together an audit team and conduct short listening sessions to capture the different generations’ preferences,
How the US workforce will change by 2033 Source: EY analysis (2023), based on US Bureau of Labour Statistics employment projections 2023–2033
Gen alpha (2008-present) Gen Z (1997-2007) Millennial (1981-1996) Gen X (1965-1980) Baby Boomer (1946-1964) Silent Generation (1928-1945)
30 Business Impact • ISSUE 6 • 2025
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