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Keep shoppingMultigenerational Management: Gen Z, Alpha and Boomers [EN]
2,744 students
Multigenerational Management: Gen Z, Alpha and Boomers [EN]
multigenerational teams | gen z at work | managing generations | employee motivation | diversity inclusion | feedback
Last updated 5/2025
English
English [Auto],
What you'll learn
- Tell a generational pattern from an individual personality trait
- Manage a team spanning thirty-five years of age difference without flattening it
- Build an offer the youngest cohort accepts and older colleagues do not resent
- Redesign onboarding, feedback and recognition for people who arrived digital-native
- Predict who is likely to leave, and act before the resignation
- Run feedback that lands across very different expectations of directness
- Recognise where a generational conflict is real and where it is invented
- Handle bias and exclusion in a mixed team without turning it into a training day
- Learn alongside Mike's 1.6 million students from 185 countries
- Get the author's experience from Preply, Wargaming, iDeals and Alfa-Bank
Explore related topics
Course content
12 sections • 34 lectures • 15h 42m total length
Requirements
- A team with a real spread of ages, or one about to acquire one
- No background in generational theory required
- Willingness to consider that your own norms are also generational
- English at intermediate level or above, since all lessons are in English
- Honesty about which age group you find hardest to manage
Description
This course contains the use of artificial intelligence.
There are now teams with thirty-five years between the oldest and youngest member. The friction is almost never about age. It is that each side treats its own habits as the neutral default.
What that looks like day to day
Someone asks for feedback weekly and is read as needy. Someone else gives feedback annually and is read as absent. One person treats a two-year tenure as ambitious progression, another treats it as instability. Neither is wrong within their own frame, and neither knows they are operating in a frame. I have mediated several of these conversations and the same thing was true every time: both people were describing a norm and thinking they were describing a fact.
What this course actually covers
Five blocks. First, generational theory across the whole span — post-war through to Alpha — so you can tell a cohort pattern from an individual personality. Second, the youngest workers in detail: what they expect from an employer, and the full management system around them, from the offer and the hiring funnel through onboarding, continuous feedback, rewards, learning, predictive retention and the manager they will actually stay for. Third, motivation as the common denominator: the twelve engagement factors, and why incentives stopped working for everybody rather than only for the young. Fourth, difference beyond age — bias, discrimination, designing and evaluating inclusion work, and facilitating a mixed group. Fifth, feedback, which is the single skill where generational difference shows up most sharply.
A note on the first two blocks
They come from two versions of the same course and they divide the subject deliberately. The first explains who these people are; the second gives you the system for managing them. If you only need one, the first six lessons stand alone as background and the next ten stand alone as practice.
Who is teaching this
I am Mike Pritula. I built the people system at Preply as it became a unicorn, in a company whose average age dropped sharply as it grew, and I have worked at Wargaming, iDeals and Alfa-Bank. More than 1.6 million students have enrolled in my courses across 185 countries, and over 150,000 specialists have gone through my programmes. I hold PHRi and SHRM-CP certifications and represent HRCI in more than ten countries.
What is included
Lifetime access to all 34 lessons
Active instructor support in the Q&A section
A Udemy Certificate of Completion
Working material: the generational map, the value proposition canvas, the onboarding stages, the situation-behaviour-impact model, the twelve engagement factors, the six-step feedback model
Real cases from Google, Netflix and others
Where to start
Think of the person on your team you find hardest to manage, and write down what they do that you consider unreasonable. Then ask whether it is unreasonable or simply not what you were trained to expect. Enrol now and start today.
Who this course is for:
- Managers whose team spans three or four generations
- Leaders hiring their first cohort of very young employees
- Experienced managers whose approach stopped working on new joiners
- Younger managers leading people considerably older than them
- People and culture specialists redesigning processes for a changing workforce
- Founders whose company grew and whose average age dropped sharply
- Anyone who has explained something twice and been understood in two different ways