How do you build a future-ready workforce when your team communication ranges from texts instead of calls to TikTok in the breakroom?
It’s not a rhetorical question. It’s one companies in the electrical testing world face every day. We have Baby Boomers with decades of field wisdom, Gen Xers balancing leadership and independence, Millennials pushing for innovation and flexibility, Gen Z entering the workforce with a completely different set of expectations and digital instincts, and right on their heels, Generation Alpha, quietly getting ready for their turn.
This isn’t just a fun workplace quirk; it’s a serious operational challenge.
In our industry, we can’t afford breakdowns in communication or trust. We work with high-stakes systems where precision, safety, and collaboration aren’t optional. And if we don’t find a way to intentionally integrate these generations with empathy and strategy, we risk losing not only institutional knowledge but also the momentum and innovation we desperately need.
This article is about workforce development, yes, but more importantly, it’s about connection. It’s about looking at the people who do the work, understanding how and why they work the way they do, and building bridges between them. Because when we do that right, we don’t just get better teams, we get safer systems, stronger organizations, and a future we can trust.
UNDERSTANDING THE GENERAL LANDSCAPE
Let’s start with the basics: Who’s actually on the team?
Right now, many companies in our space have employees from four or even five generations working side by side. And yes, they’re all showing up to get the job done, but how do they do that job? That’s where it gets interesting.
- Baby Boomers (1946–1964) grew up in a world of loyalty, structure, and face-to-face conversations. They have knowledge we can’t afford to lose and a serious commitment to doing things the right way.
- Gen X (1965–1983) is independent, experienced, and a little skeptical of too much oversight. They’re the get-it-done crowd, often acting as the glue between teams.
- Millennials (1981–1996) want purpose in their work, fast feedback, and flexibility. They’ve pushed companies to modernize and think beyond business as usual.
- Gen Z (1997–2010)is just getting started, but they are already bringing digital fluency, creative thinking, and a real desire to personalize how they work.
- Gen Alpha (born ~2010 and beyond) may not be on the job site just yet, but they’re watching. They’re growing up with AI, automation, instant access to information, and global connectivity. How we prepare our workplaces today will directly impact how ready we are to welcome them tomorrow.
These aren’t just personality differences. They affect everything, from communication to leadership to how people respond in the field.
Each generation also brings a unique perspective on risk, authority, technology, and teamwork. Recognizing that these perspectives were shaped by global events, economic trends, and social norms is key to managing expectations and creating a more harmonious team culture.
WHY GENERATIONAL DIVERSITY MAKES US STRONGER
Here’s the thing: Having all these different viewpoints and experiences on one team isn’t a liability. It’s a serious strength if we can bring them together.
When we build teams with generational range, we’re layering institutional knowledge with fresh thinking and consistency with creativity. That kind of diversity helps us spot risks earlier, adapt quicker, and work smarter.
But let’s be honest, it also takes effort. These groups don’t automatically mesh. Without guidance, they can butt heads over everything from email etiquette to how often they need feedback. That’s where leadership comes in.
Generational friction usually isn’t about values; it’s about delivery. Everyone wants respect, flexibility, and purpose; they just express those needs differently. If leadership can meet each group where they are, they can unlock productivity and engagement in ways that a one-size-fits-all culture never will.
LESSONS FROM THE FIELD
Not long ago, one of our field crews faced a power issue at a facility that required a fast response. A senior technician (Boomer) remembered a similar situation from 2007: what failed, why, and how they worked around it then. A Gen X team lead stabilized the client relationship and ensured protocol was followed. An on-site Millennial quickly accessed updated schematics through a cloud-based system, and a Gen Z tech noticed an overlooked alert in the software interface.
What could have been a disaster became a win, not only because of knowledge, but also because of shared experience. This is what it looks like when multigenerational teams work, not in competition, but in collaboration.
LEADERS CAN BRIDGE THE GAP
Here’s the good news: You don’t have to overhaul your org chart. But you do have to get intentional.
Start by asking the right questions:
- Who’s mentoring whom, and why not both ways?
- Are we giving feedback in a way people actually hear it?
- Are we rewarding only tenure, or also ideas?
- Are we listening to the people doing the work?
Try this:
- Mentorship that flows both ways. Let a Boomer teach a safety process, and a Gen Z tech show how to use new software more efficiently.
- Flexible feedback. Not everyone wants a formal sit-down. Some just want a quick text message or a walk-by conversation.
- Share projects across generations. Let them learn from each other by working side by side, not just on paper.
Consider implementing team charters that acknowledge working styles and communication preferences upfront. Encourage managers to facilitate conversations around not just what work is done, but how it gets done, and why certain styles matter to each person.
This isn’t about coddling anyone. It’s about creating a culture where everyone feels they belong and can contribute. When people feel seen, they show up stronger.
TRAINING THAT WORKS FOR ALL GENERATIONS
Let’s talk development, because if our people aren’t growing, our companies aren’t either.
Here’s what I see working:
- Upskilling and reskilling. This isn’t just about younger workers. Older workers need training on new tech, while younger workers benefit from a grounding in standards, safety, and field-tested techniques. The most effective programs recognize that everyone is a learner, just at different points in their development cycle.
- Microlearning. Give people small, actionable lessons they can learn on the go.
- Structured new-hire training. Getting new talent in the door is just the start. Early-career employees need focused programs that take them from safety orientation to field readiness quickly and consistently. When you set expectations and build confidence early, you reduce early turnover and create a stronger internal labor bench.
- Field-based mentorship. Nothing replaces real-time learning. Let experienced techs take newer hires under their wings, with support and recognition.
- Clear career pathways. Not everyone wants to be a manager. Build tracks that reward technical excellence as well as leadership.
Worth noting: Flexibility in training delivery helps. On-demand modules, podcasts, brief in-person labs, and peer-led sessions serve a multigenerational audience better than traditional, top-down instruction alone.
When people can learn the way they’re wired to absorb information, everyone wins.
THE ROLE OF TECHNOLOGY IN BRIDGING GENERATIONAL GAPS
Technology is often blamed for disconnects, but it can be one of our best tools for connection if used well. From digital test equipment to collaborative platforms like Microsoft Teams or project management apps, the way we use tech has to be inclusive.
Older generations might need more structured onboarding to new tools; younger employees might benefit from understanding the why behind older protocols. Consider building digital literacy and historical context into your training programs, so each group not only learns from the system but also from each other.
When Gen Z can teach Gen X a new interface, and Gen X can show Gen Z why precision still matters even in automation, we don’t just bridge gaps, we build teams that learn in every direction.
WHERE DO WE GO FROM HERE?
We work in an industry that literally keeps the lights on. That’s not changing, but the people doing that work? They are.
If we want to attract the next generation and retain the current one, we must keep evolving. That means making room for new ideas without losing the legacy that got us here. It means listening more, assuming less, and leading with the kind of clarity and compassion this work deserves.
Here are four big questions to keep top of mind:
- How do we market our industry to younger generations who may not even know it exists?
- Are we adapting our talent strategies to fit different life stages, not just entry-level and executive?
- Can we create internal champions to represent each generation’s perspective on workforce strategy?
- And most importantly: What are we doing today that will make this industry more attractive to Generation Alpha?
Generation Alpha is growing up in a world of voice assistants, climate concerns, and global connectedness. They won’t just expect their workplace to be digital; they’ll expect it to be intelligent, sustainable, and inclusive from day one.
WHAT DO WE WANT TO LEAVE BEHIND?
When I think about the mentors I had early in my career, I remember not just what they taught me, but also how they made me feel capable, trusted, and part of something bigger. That’s the kind of legacy we get to build.
This isn’t about figuring everything out all at once. It’s about leaving the ladder down, turning back to help, and asking honest questions about the world we’re shaping. What will your legacy be?
No one has this perfectly figured out. But the companies that lean in, that treat workforce development as a real strategy, not just a checkbox, will be the ones that thrive.
We’re not just preparing for tomorrow’s work, we’re shaping tomorrow’s workforce. Let’s do it on purpose.
Kristy Swegheimer is the Chief Human Resources Officer (CHRO) at RMS Energy Co LLC. Prior to RMS, she was the Chief Human Resources Officer for Qualus and was the Managing Partner for Redbrick Insights, a human capital consulting firm. A graduate of the University of Central Florida, she holds Senior Professional in Human Resources (SPHR) certification from HRCI.