1

welcome to brighter

building on collective

strength​
Managing a multigenerational workforce
during economic challenges​.

A business of Marsh McLennan

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Executive summary

Various workplace and economic changes over the past few years have Key findings:
increased the need for companies to set their priorities right and develop
focused talent management strategies. It is important that our strategies are Gen X is more stable and trusting:
aimed at building a workforce that is resilient to sudden changes and focused
Altruism, dynamism and proactivity are their higher traits. They can be
on growth. To activate these strategies, companies must foster organizational
trusted with important decisions of the organization and help others
agility and place the right talent in the right roles. Understanding their
execute them.
current workforce and combining the strengths of their people is key to
workforce transformation.
Gen Y is an all-rounder generation:
Mercer | Mettl deployed their MPM Personality Gen Y has lesser weaknesses and tends to fare well on most personality
Map* to analyze the personality traits of the current traits relevant to work success. They form the bridge between
Gen X and Gen Z.
workforce, which is comprised of Gen X (born
between 1965–1980), Gen Y or Millennials (born
Gen Z is the innovators and influencers:
between 1981–1996) and Gen Z (born 1997–2012).
They can get things done with the right guidance. Gen Z is best suited for
projects where innovations are required.

The report also provides recommendations on talent management

strategies that can be leveraged to help the workforce succeed and build
a more cohesive workplace where people thrive.
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Agenda

1. Introduction: Current workplace challenges

2. Fostering workforce transformation

3. Key findings: Higher traits of each generation

4. Leveraging people insights for success

5. Building a future-ready workforce

6. Annexure I

7. Annexure II
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1. Introduction:
Current workplace challenges

The COVID-19 pandemic has accelerated Based on assessment data of

digitization and ever since 2020, the world 1600+ professionals,
of work is constantly changing.
we have come up with recommendations on how companies can build
on the collective strengths of their people’s personalities to build a
Varied workplace changes have increased the need for companies to set
resilient workforce that delivers.
their priorities right and make the right use of their most important assets
- their people. In this report by Mercer | Mettl, we analyzed key personality
traits of the three generations of people at work- Gen X, Gen Y
(the millennials) and Gen Z.
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Workforce challenges of today​

​High inflation
Redesigning volatile financial markets
and a looming downturn
work and organization

Tightening Growing
labor markets social inequities
and unrest

Emerging new
ways of working
hybrid,
remote
ss
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63%
experts
predict an
economic
recession
in 2023 [1]
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Key priorities

Over 83%
of organizations today continue
to focus on their growth strategy
irrespective of different economic
and workplace challenges. [2]

To activate these strategies, having the right talent in the right roles
and organizational agility will be key to execution in the
months ahead.
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Understanding and transforming

your current workforce is the answer​

In a workplace where people of different 1 Gen X will outnumber baby boomers

by 2028.
generations work together, there is a chance for
conflict due to the attitudes, values and beliefs 2 Millennials or Gen Y are on the verge of becoming
an overwhelming majority in the workforce.
of the different age groups. [3]
3 Gen Z is fast on its heels as greater
numbers enter the workforce.

4 The combined influence of the three generations will

dramatically transform the workplace.

By 2025 By 2028 By 2030

75% of the global workforce Gen X will outnumber 1/3rd of the global workforce
will be millennials. [4] baby-boomers.* will be Gen Z.​[5]

*The baby boomer generation refers to those born between 1955 and 1964.​
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2. Fostering
workforce transformation

A company’s ability to build

a future-ready workforce
depends on the effectiveness of
combining the strengths of the
three generations at work​.
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Gen X Gen Y / Millennials Gen Z​

Born 1965–1980​ Born 1981–1996​​ Born 1997–2012

Flexible, informal, skeptical, Competitive, civic-minded, Global, entrepreneurial,

independent​ open-minded, achievement-oriented​ progressive, less focused and
less independent
Shaped by: Shaped by:
The AIDs epidemic, the dot-com boom The rise of the internet, grew up during an Shaped by:
economic boom​ Access to technology from a young age​
Communication style:
72% prefer face-to-face conversations, Communication style: Communication style:
phone calls Instant Messages, texts, and email​ Instant messages, texts, social media,
less face-to-face interaction​
Worldview: Worldview:
Resistant to change at work if it affects Focused on experiences and not savings, seeking Worldview:
their personal lives, go by a “work hard, challenge, growth, and development; fun work-life Focused on saving money, valuing
play hard” mentality, tech-savvy, but not and work-life balance, valuing diversity, individuality, preferring to work with
tech dependent. [6] shaped by technology.​[6] innovative coworkers and new technologies,
and self-proclaimed digital addicts.
[7]
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Most critical factors

for success globally in 2023

Mercer | Mettl delves deeper into the

data to find the key personality traits
of each generation across four factors
to help companies transform their
workforce during times of economic
crisis and help them succeed.
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Self: Lead:
Tendency to remain strong and Tendency to move forward by
positive towards oneself and proactively taking charge and
display positive character
at work. Factors ownership of things around
oneself.

influencing
workforce
performance​

People: Goal:
Tendency to understand and Tendency to plan, pursue and
interact with people around achieve one’s goal
them at work.

We analyzed critical personality traits across these four factors that are paramount for success in the workplace. These include dynamism, a growth mindset,
altruism and others. Some significant differences were observed in many of these traits amongst Gen X, Gen Y and Gen Z.
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3. Key Findings:
Higher traits of each generation

Gen Z
Gen Z is an innovative and
influencing generation that can
Gen Y get things done with the
right guidance.
Gen Y is an all-rounder generation
with lesser weaknesses. They
Gen X form the bridge between Gen X
and Gen Z.
Gen X is more stable and
trusting as a generation.​
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Building a resilient workforce -

Focusing on strengths​

Personality Intellectual Influence​ Independence​ Modesty​ Proactivity​ Risk Trust Altruism​ Dynamism​ Sociability
traits mind-set​ propensity

1 Gen X Low Low High Low High Low High High High Low

2 Gen Y​ High Low High High High High Low

3 Gen Z​ High High Low High Low High Low Low Low High

High Low
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4. Leveraging people insights

for success

Placing the right people in the right

roles and on the right projects​
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Trust Gen X and Gen Y 1 A more altruistic workforce can help make the newer employees
feel at ease. ​

with onboarding and 2 The more proactive and trusting behavior of Gen X and Gen Y can

cultural alignment​ help your new employees build faith and align themselves with
the companies’ goals faster.​

3 Preserve the culture and values of the company by trusting your

Gen X and Gen Y workforce to pass on their trust in the company
to the newer workforce.
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Power your
innovation-led
projects with GenZ

1 Due to high risk propensity, GenZ can be

deployed in more projects where stakes are
high and a new intellectual mind-set
is required.​

2 Let the more trusting GenX workforce place

their bet on your fresh hires.​

3 Build a culture of mentorship between GenX

and GenY and GenZ. ​

4 Help GenZ win at innovations!​

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Leave 1 High independence and proactivity make GenY and GenZ

more trustworthy when important independent decisions

important decisions need to be made.

with Gen X and Gen Y 2 Proactivity ensures that they can take positive
and future-oriented actions.​

3 Their dynamism ensures that they can handle execution at

multiple levels while also being mindful of everyone’s needs
and concerns.
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5. Building a future-ready
workforce

Strategies to
build on collective strength​
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Helping Gen Z workforce

succeed during economic crisis

Hire the right Gen Z talent in the right roles and help them
succeed​

Help Gen Z become more dynamic by engaging them with

your brand, community and culture.​

Leverage their people-skills by placing them in roles that

enable them to interact more.​

Provide them with the opportunity to lead small and big

projects, and build trust in your Gen Z workforce.
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Training Gen Y to help them

increase their influence

Ensure your Gen Y workforce is growing and upskilling ​

Helping your millennial workforce improve their leadership

skills would help them leverage their network, position in the
company and skills better.​

​ nable your intellectually mature, independent Gen Y

E
workforce to find purpose in their work through more
opportunities.​

​ ow is the time to invest in your millennial workforce and

N
create resilient leaders.​
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Build an independent and proactive leadership culture

with the help of Gen X​

Foster a culture of learning and development​

Mentorship and leadership development programs

can go a long way in helping different generations of
the workforce learn from each other.​

Help your Gen Z become more proactive to help align

their career goals.​

Create a cross learning culture where Gen Z’s modesty

can inspire a better leadership culture.
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6. Annexure I- Definitions

Independence​​ Preference for working autonomously and under minimal supervision.

A desire to want to convince or persuade others by reading and anticipating situations in a way that​​allows them to
Influence​​
prepare, adapt and tailor their behavior based on the people and conditions around.​​

Intellectual mindset​​ Tendency to look at ideas and information that is different and complex, and understand concepts that are not concrete.

Modesty Tendency to be self-effacing and unassuming of one’s achievements.

Tendency to engage in self‐starting, future‐oriented behavior to enact positive change rather than react to things and
Proactivity​​
situations or engage in an activity only when directed to do so​​.

Risk propensity Tendency to engage in behaviors that have some potential danger or harm but also provide an opportunity for some benefit.​​

Trust​​​ A firm belief in fairness, honesty, and good intentions of people in general.

Altruism​​ Active concern for the well-being of others and willingness to help or support someone in need.​

Dynamism Tendency to work at a fast pace and with high energy, characterized by getting involved in multiple activities.

Sociability Tendency to enjoy social situations and find the company of others energizing and rewarding.​
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7. Annexure II-
Mercer | Mettl MPM personality map

Mercer | Mettl Personality Map (MPM) is a Key constructs of Mercer | Mettl MPM:
personality assessment tool that goes a step
ahead of the Big Five Model of personality • Mercer | Mettl’s four factor model

traits by incorporating modern and newer traits • 175 item questionnaire

relevant in the workplace. It is well-suited for • Likert scale

• Norms (n=6307)
assessing the personality traits and behavioral
• Reliability construct (median trait reliability 0.78)
competencies of leaders.
• Validity construct (criterion validity between 0.25-0.51 with job
performance competencies)
• Suitable for all job roles
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References

1. ^ https://www.weforum.org/agenda/2023/01/global-recession-economic-outlook-2023/#:~:text=Since%20then%2C%20the%20
World%20Bank,January%202023%20in%20Davos%2C%20Switzerland.​

https://www.forbes.com/sites/rebeccahenderson/2022/08/31/what-to-do-in-a-recession-prioritize-workforce-transfor
2. ^ mation/?sh=5c36ba582b45​

https://www.knowledgecity.com/blog/generational-differences-in-the-workplace/#:~:text=In%20a%20workplace%20
3. ^
where%20people,lacking%20in%20respect%20for%20authority.​

https://www.forbes.com/sites/forbescoachescouncil/2022/06/27/millennials-and-gen-z-now-is-the-time-to-reshape-
4. ^ businesses-to-harness-their-power/?sh=21be929e5c98​

5. ^ https://www.uschamber.com/co/grow/thrive/personality-traits-for-running-business-during-recession​

6. ^ https://www.weforum.org/agenda/2019/02/meet-generation-z-the-newest-member-to-the-workforce/

7. ^ https://www.purewow.com/family/gen-x-characteristics​
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Contributors
We would like to recognize everyone from across
Mercer | Mettl who contributed to the study.

Core Team

Niyaatii Swami Author

Subhro Kanti Bera Content strategist

Aswathi Nair Data strategist

Sameeksha Pathak Graphic designer

Akanksha Bhatia Editor

Contributors

Vineet Singh Vaibhav Dhariwal

Radhika Katyal Dhanur Oberai

Amrita Purkayastha Aman Sharma

Chhavi Goyal Mittal

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About us

Robust
At Mercer | Mettl, our mission is to enable organizations to make
better people decisions across two key areas: acquisition and
development. Since our inception in 2010, we have partnered with
more than 4,000 corporates, 31 sector skills councils/government
departments and 500+ educational institutions across more than Information
Security System
90 countries.

mettlcontact@mercer.com

www.mettl.com

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