Latest news with #BrittonBloch
Forbes
04-08-2025
- Business
- Forbes
The Value Of Generational Knowledge Sharing In The Workforce
Britton Bloch, Vice President, Global Talent Acquisition Strategy and Head of Recruiting, Navy Federal Credit Union. The contemporary workforce has become increasingly multigenerational. From Traditionalists to Generation-Z, each cohort brings distinct experiences, competencies and expectations shaped by their social, economic and technological environments. Acknowledging and integrating employees' generational differences is crucial for enhancing organizational learning, innovation and resilience. These qualities are imperative for future-ready organizations navigating disruption, technological acceleration and talent shifts. Let's examine each generation's unique place in the workforce, then consider actionable strategies to promote cross-generational knowledge exchange in organizations. The Working Generations And Their Contributions Today's workforce spans five generations, each one contributing its own knowledge and driving organizational evolution. While largely retired from the workforce, Traditionalists' influence still contributes to organizations' growth and legacy through board roles, consulting or other knowledge transfer capacities. Their criticality lies in institutional memory, long-term perspective and a disciplined approach to organizational stability. Baby Boomers occupy many senior leadership positions, and they possess extensive domain expertise, strategic foresight and a networked understanding of complex organizational ecosystems. These employees often function as institutional stewards, bridging past organizational norms with current needs through relationship building. Gen-X is characterized by independence, pragmatism and adaptability. Often referred to as the "middle child" of generations, they provide critical operational continuity by embracing both analog and digital systems. Gen-Xers are stabilizing agents in the workplace because of their ability to manage change, maintain skepticism toward hierarchical inefficiencies and embody cross-functional leadership. Now the largest demographic in the workforce, Millennials are distinguished by technological fluency, collaborative orientation and purpose-driven values. They prioritize equity, inclusion and flexible work environments. This generation's emphasis on feedback, mentorship and continuous learning has significantly shaped modern talent practices and organizational culture. Digital natives by upbringing, Gen-Z enters the workforce with expectations of immediacy, transparency and innovation. These employees' competencies lie in digital communications and adaptability to rapid technological change. Because they often have an entrepreneurial mindset, they challenge traditional paradigms and often seek flattened hierarchies and authentic leadership. The Value Of Age Diversity In The Workplace Generational distinctions are not inherently divisive. When effectively integrated, they offer complementary capabilities that can enhance organizational performance. Organizations striving to remain agile amid technological disruption, demographic shifts and evolving market demands need both legacy knowledge and new perspectives. Institutional wisdom, often held by more tenured employees, provides historical continuity, risk awareness and an understanding of complex systems. Meanwhile, insights from younger cohorts fuel experimentation and responsiveness to new trends. When capabilities across age cohorts are strategically blended, organizations are positioned to benefit from diverse perspectives, communication styles and approaches to problem-solving. Research indicates that such diversity, especially across generations, offers more robust ideation and decision-making processes. 3 Strategies For Capitalizing On Multigenerational Knowledge Multigenerational workforces are a strategic asset, but only when organizations foster intentional mechanisms for knowledge sharing. Three strategies can help unlock the collective potential of cross-generational teams: cross-functional teams, two-way mentoring and project-based learning. Cross-functional teams that span departments and generations foster both technical collaboration and social learning. By assembling individuals from diverse backgrounds, organizations foster real-time knowledge exchange rooted in shared accountability. This kind of dynamic tension, when managed effectively, leads to more balanced outcomes and accelerates capability building across the team. Multidirectional knowledge sharing through two-way mentoring remains one of the most effective mechanisms for fostering generational learning. Unlike traditional top-down mentoring that focuses on building up younger employees, reciprocal models enable experienced employees to stay relevant in a changing world. For example, established employees can help advancing team members adapt to leadership responsibilities, navigate organizational politics and hone strategic thinking. In return, younger generations can share insights into evolving digital platforms, collaborative tools and shifting social expectations. This exchange promotes mutual respect, breaks down hierarchical silos and supports a learning culture grounded in relevance and reciprocity. Project-based learning, particularly when designed to be intergenerational, provides structured opportunities for knowledge transfer, application and reflection. Unlike static training programs, projects place employees in dynamic, goal-oriented settings where learning occurs in the flow of work. These temporary ecosystems enable emerging talent to gain exposure to legacy expertise, while tenured employees observe and adopt emerging practices. When teams are tasked with solving real-world problems, the integration of generational perspectives drives innovation and practical insight simultaneously. Conclusion No single generation will lead the future of work. It will be defined by how well organizations harness the full spectrum of generational strengths. As workforce demographics evolve, the competitive advantage will belong to those who view age diversity as a source of innovation, resilience and organizational depth. By enabling knowledge transfer through cross-functional teams, two-way mentoring and project-based learning, companies can cultivate cultures that are equipped to navigate complexity and remain adaptive in an ever-changing world. Forbes Human Resources Council is an invitation-only organization for HR executives across all industries. Do I qualify?
Forbes
20-06-2025
- Business
- Forbes
11 Ways To Keep Your Team Energized And Motivated This Summer
The summer months can bring a dip in employee engagement, with warmer weather and vacation plans tempting even the most dedicated team members to shift their focus. However, with the right mindset and approach, employers can keep productivity high while still supporting their staff's need for flexibility and rest. From flex scheduling to culture-driven engagement strategies, a little seasonal creativity can go a long way. Below, 11 members of Forbes Human Resources Council share practical, proven ways to keep your workforce motivated, energized and productive throughout the summer season. 1. Encourage PTO By Modeling It From The Top Leaders, you must model what you preach. You should take PTO and show your teams it's not just allowed—it's expected. When people see leaders unplugging, they feel permission to recharge, too. A well-rested team is a creative, motivated and engaged one. - Jamie Aitken, Betterworks 2. Offer Flexible Summer Fridays To Boost Engagement One strategy is to introduce "Summer Flex Fridays," where employees have the option to adjust their work schedules—starting earlier, ending earlier or working compressed hours—to enjoy additional time off on Friday afternoons. This flexible approach acknowledges summer's natural disruptions and helps employees recharge, keeping them motivated, engaged and productive. - Britton Bloch, Navy Federal 3. Incorporate Fun, Connection-Focused Team Meetings You can roll out flexible Friday schedules or no-meeting Fridays. Another way to keep engagement high is to have monthly team meetings that are fun with no business conversation; it is just to connect and have a more personal meeting, whether it is to talk about summer plans or just to have that time together with no talk about work. Sometimes, the small things, even if it is just for the summer, go a long way with employees. - Heather Smith, Flimp 4. Host Offsite Gatherings To Build Midyear Camaraderie In recent years, we've had a camp-themed team get-together at an off-site location. Since we're remote and dispersed, this gives us a chance to have some face-to-face time in a more relaxed setting while still getting work done. We've found it facilitates feelings of collaboration and camaraderie at the midway point in the calendar year (and leaves plenty of opportunity for summer vacation). - Caitlin MacGregor, Plum Forbes Human Resources Council is an invitation-only organization for HR executives across all industries. Do I qualify? 5. Use Summer Downtime For Strategic Skill Building Summer is the perfect window to build workforce capability. You can introduce high-impact, skill-building initiatives aligned with evolving business needs and offer optional growth tracks during slower weeks. This enables development without overload. While others slow down, strategic HR turns summer into a runway for readiness, not just rest. - Katrina Jones 6. Blend Flexibility And Focus With A Summer Cadence Create a summer cadence that blends flexibility with focus—think summer hours, team sprints or themed goals. You should try to lighten the load where you can, but keep the purpose visible. When people feel trusted with their time and connected to progress, motivation doesn't dip—it sharpens. - Stephanie Manzelli, Employ Inc. 7. Build A Culture Where Purpose Drives Year-Round Motivation It starts way before the summer months; it is the ongoing notion that you are serving a purpose that is 24/7 and 365. Having a culture that aligns with its values and the importance of the employees' work is key. It will not matter if it is summer vacation or winter break; it is setting the expectations around why their work matters. - Jalie Cohen, Radiology Partners 8. Introduce Summer Fun Challenges One practical idea is to introduce "Summer Flex Wins"—like flexible hours, meeting-free Fridays and light challenges with fun rewards. It helps employees recharge without losing momentum. A little freedom, recognition and playfulness go a long way in keeping energy high and minds focused during the summer months. - Ankita Singh, Relevance Lab 9. Redesign Summer Workflows For Autonomy And Impact Summer is a season, not a slowdown—if you design for it. With our 'work from anywhere' model, we pair autonomy with intention: lighter meetings, rotating recharge days and async goal check-ins. One small shift can create a big impact. Productivity stays high and motivation grows because people don't need micromanagement to deliver, just a margin. - Apryl Evans, USA for UNHCR 10. Use Summer To Spark Personal And Professional Growth You can use summer as a catalyst for personal growth. Companies can offer bite-sized, personalized development, like strengths-based challenges or peer coaching, tailored to each person. This keeps energy up, deepens engagement and turns slower months into meaningful momentum for both people and the business. - Jaka Lindic, e2grow 11. Provide Flexibility That Supports Family And Life Balance The key is to provide the added flexibility employees need to enjoy the summer with their families. They may have a slightly different work format, hours of working or other modifications. Leaders who show they understand their team's family needs will indirectly encourage higher productivity. Leaders who try to contain their team's lives to the workplace will create retention issues. - Nicky Hancock, AMS
