Last year, Agilus introduced the UnSalary Guide to help employers navigate a new era shaped by pay transparency and instant access to salary data across platforms. With legislation like British Columbia’s pay transparency mandates now in effect, the once-secret salary has become less central to attracting talent. Our 2024 UnSalary Guide explored how factors like fit, culture, values, mobility, and professional development have emerged as key drivers for job seekers.
This year, the focus shifts to another crucial factor: generational synergy. For the first time, five generations coexist in the workplace. While this diversity fuels innovation and creativity, it also brings challenges in communication and collaboration. Forward-thinking businesses recognize the need to understand what motivates each generation to improve not only retention but the overall work experience. To discover more about the impact of different generations on Canadian workforce, read our blog series “Creating Generational Synergies Series”.
At Agilus, we’ve developed resources to help employers harness this synergy and create workplaces where everyone thrives. Dive into our latest insights on Generation Z and their vital role in today’s workforce.
Baby Boomers (Born 1946-1964) in Canadian workplaces:
Baby Boomers are currently the most senior (based on generational timelines) generation working in the Canadian job market. We do find a few traditionalists working either for pleasure or to make ends meet. You’ll find them consulting, sitting on boards or on the front lines. However, the youngest Baby Boomers are in their 60s and the oldest are nearing 80.
Baby Boomers, born roughly between 1946 and 1964, grew up in a transformative era defined by post-war optimism, the rise of rock 'n' roll, and iconic pop culture moments. Their formative years were shaped by the Beatles’ British Invasion, the countercultural vibes of Woodstock, and classic TV shows like The Twilight Zone and The Andy Griffith Show. Many Boomers recall gathering around the TV for the moon landing in 1969, an event that epitomized their generation’s blend of ambition and innovation. From vinyl records to tie-dye fashion, their cultural touchpoints remain a nostalgic benchmark that continues to influence modern trends
Some key characteristics of Baby Boomers:
Often associated with a strong work ethic and a focus on career achievements, Baby Boomers were shaped by post-war prosperity and social movements. They prioritize dedication and are known for their willingness to work long hours to achieve success.
They have often been referred to as workaholics, may question authority and focus on quality and efficiency. They typically respond well to consensual and reciprocal styles of leadership in the workplace. They are excellent team players, but do not respond very well to critical feedback. Higher job title and greater monetary compensation are their preferred reward or recognition in workplace.
Much like the music of their youth—whether it was Bob Dylan's call for change or the Beatles' innovative energy—Boomers have an enduring impact on the present-day workforce, balancing tradition with adaptability.
If you are managing, leading or working with a Baby Boomer, understanding their challenges and key drivers can enable you to leverage the opportunities this generation brings to your team:
Challenges faced by Baby Boomers in workforce:
According to the 2021 Canadian Census, 19.7% of the working population in Canada is Baby Boomers. Despite being the most experienced and skilled work cohort, they face their share of challenges in workplaces:
Ageism: One of the most common challenges faced by employees regarded as senior (senior by age, based on their year of birth) is ageism. Reports suggest that while other forms of discrimination such as racism or sexism are widely condemned, ageism often slips under the radar and remains accepted in many circumstances. This generation is not actively considered when it comes to offering growth opportunities, promotions, new skill development etc., in workplaces, due to them being closer to the general retirement age in workforce.
Stereotyping: Several stereotypes persist about Baby Boomers, such as being overly ambitious, overly optimistic, resistant to change, old-fashioned, or hesitant to adopt new technology. These stereotypes can lead to unfair treatment, including fewer opportunities for professional growth. Additionally, such biases may hinder the acceptance of their ideas and limit their desire to share valuable knowledge and experience within their teams.
Work-Life balance & well-being: Baby Boomers face increasing mental and physical health concerns due to aging and past socio-economic challenges. However, reports show they have greater awareness of well-being than previous generations. Their approach to work-life balance reflects their upbringing, prioritizing hard work over personal time, with balance often seen as less of a concern.
Technology: A common perception about Baby Boomers is that they struggle with technology. However, data shows they tend to be selective rather than resistant, focusing primarily on learning technical skills relevant to their work. While the rapid pace of technological advancements and the rise of Artificial Intelligence create new demands, these also present opportunities for Baby Boomers to expand their expertise and bring their experience to evolving workplaces.
Opportunities for Employers:
The retirement of Baby Boomers presents challenges for organizations, but it also creates significant opportunities to leverage their expertise, experience, and motivation to contribute meaningfully in the workplace:
Mentorship: Lack of adequate skilled labour to replace the retiring/exiting workforce is probably one of the most important implications of Baby Boomers retiring from the workforce. According to reports, the last cohort of Baby Boomers are likely to retire in the 2030s and their retirement is already exerting downward pressure on the proportion of the labour force. One way to make sure that organizations can pass on the skills and learnings of the retiring generation to the succeeding ones is through mentoring.
Research shows that baby boomers appreciate collaborative learning and working in teams. Providing mentoring opportunities for Baby Boomers to train upcoming and existing team members can not only help them feel valued, but also help employers pass on the legacy of proven skills to the next cohort of workers. Employers who are ahead of the curve recognize that mentoring is an important part of recruitment and a significant piece of a strategic plan to ramp up hiring, retention and giving employees a chance to increase their knowledge and skills
Retention Strategies: Engaging and retaining seasoned professionals requires finding meaningful ways for them to contribute. Baby Boomers remain eager to stay active in their work, industry, and community. An article in early 2023 highlighted that Canadian Baby Boomers are delaying retirement due to the absence of mandatory retirement regulations, the option to defer Canada Pension Plan benefits, and the availability of suitable job opportunities. Businesses that successfully engage this generation can leverage their skills and knowledge to support and mentor new team members. Flexible work options, such as part-time roles or remote work, are effective strategies for enabling Baby Boomers to continue contributing well into their retirement years.
Knowledge Transfer: Knowledge transfer within organizations by Baby Boomers plays a pivotal role in ensuring the continuity and growth of institutional expertise. For example, Baby Boomers tend to have a lot of industry experience and familiarity with face-to-face communication compared to younger generations currently in the workforce. As many Baby Boomers approach retirement, their deep industry knowledge, historical context, and practical experience are invaluable assets that can guide future generations. Organizations can facilitate this transfer by creating training opportunities, documenting processes, and encouraging cross-generational collaboration through workshops and knowledge-sharing platforms. By fostering an environment where Baby Boomers feel valued and are motivated to share their insights, organizations can bridge the generational gap, reduce knowledge silos, and equip younger employees with the tools to innovate while maintaining a connection to established practices.
Upskilling Programs: One key element of bridging gaps between multi-generational team members is providing upskilling and learning opportunities. Statistics show that Baby Boomers are the most motivated generation interested in upskilling for personal interest or growth (63%), compared to 47% of Gen X, 38% of Millennials, and 31% of Gen Z. With this intrinsic motivation to learn and adopt new skills, employers can retain Baby Boomers in the workforce. Providing training opportunities helps Baby Boomers stay competitive and engaged.
Conclusion
Baby Boomers are leaving an indelible mark on the Canadian workforce. Their expertise, dedication, and leadership continue to shape industries and inspire younger generations. Recognizing their value and addressing their challenges are essential steps toward building an inclusive and resilient workforce. Employers should create talent strategies that honour their legacy while creating the workforce of tomorrow.
Leading a multigenerational team requires cultivating an inclusive environment where everyone feels valued, respected, and empowered to bring their unique strengths. Successful businesses in Canada recognize the value of seeing beyond stereotypes and look for opportunities. They recognize that while generational traits may stem from shared timelines and experiences, they don’t define individuals. Prioritizing clear communication, encouraging mutual respect, and tailoring approaches to meet individual motivations and needs can help leverage the diverse strengths of multigenerational teams and instill a feeling of value and belonging.
Building common ground is a shared responsibility. By understanding what drives each generation, we can close gaps, foster collaboration, and unlock full potential of a diverse team.
At Agilus, our experience of working with multi generational and diverse candidates, enables us to understand the nuances of recruiting talent from different generations. If you are looking for more resources on how to drive success from a multi-generational workforce, watch our recorded webinar and download our free workbook today.
