What's one thing you've learned about tailoring employee recognition to different generations in the workplace? Share an example of how you've adapted your approach.

Question

Employee appreciation is a crucial aspect of workplace culture, but its effectiveness can vary greatly across different generations. This article explores expert-backed strategies for recognizing and appreciating employees of all ages in ways that resonate with their unique preferences and values. By understanding and adapting to generational differences in communication and motivation, managers can create a more inclusive and engaging work environment that boosts morale and productivity across the board.

Kal Dimitrov · Answer

I used to believe that a simple team shout-out was effective for everyone, but I learned otherwise after a project concluded last year. I sent a group email praising the entire team, expecting it would boost everyone's morale.
A few of the younger team members responded with emojis and enthusiasm, but one of my older colleagues quietly visited my desk later. She thanked me but mentioned that she really appreciated a personal note more than a group message.
That moment left a lasting impression on me. Afterward, I began diversifying my approach. For some, I would write a handwritten thank-you card and leave it on their desk. For others, I would mention their work in a team meeting or even tag them in a fun chat thread. It was enlightening to see how much more meaningful recognition became when I paid attention to what each person valued.
Now, I make it a point to ask new team members how they prefer to be recognized. It's a small gesture, but it makes everyone feel acknowledged in their own way.

Vikrant Bhalodia · Answer

We found out pretty quickly that recognition doesn't land the same way with everyone. Gen Z, for example, doesn't always care about being praised in front of the whole team. What works better is quick, direct feedback like a Slack message saying, "Hey, nice work on that client email." It's low-key, but it feels real.
On the other hand, some of our Gen X folks still like the classic stuff being acknowledged during meetings or called out in team updates. So we do both.
It's not about overthinking it. We just pay attention to what people actually respond to and adjust a bit. That's worked better than any one-size-fits-all approach we tried before.

George Fironov · Answer

One thing I've learned working with people of all ages is that while all generations appreciate recognition, the form it takes needs to match their values and communication styles.
For example, younger employees tend to value public recognition through digital channels like Slack or social media, whereas more experienced team members often prefer private, personalized acknowledgment such as a direct message or one-on-one conversation.
This is how I want to remind all leaders that employees should be allowed to choose how their peer recognition is delivered, thereby increasing participation and satisfaction across all age groups.

Alayna Thomas, MS, PHR · Answer

I have consistently been one of the youngest team members in every job I've held, which often leads to statements like, "Well, since you're GenZ, you must [fill in the blank]." While generational categorizations can be harmful when used to perpetuate assumptions, they can be beneficial when employed to initiate conversations aimed at better understanding others.
As an adjunct lecturer of HR, I posed a question to my 18-21-year-old college students about their expectations from a future job. I anticipated responses centered around money and flexibility. It's fortunate that I asked instead of relying on assumptions because their overwhelming response was a desire to be valued and appreciated for their contributions. My students taught me that the key to eliciting their best performance is to recognize their job well done. (And no - they don't merely mean in the form of a professor's grade or an employer's paycheck.)
Leaders who were raised with a punitive approach might find it challenging to adjust to those accustomed to an incentive-based approach. However, they need to attract talent in a competitive job market. Positive reinforcement (also known as recognition) has been proven more effective in motivating and engaging people. Individuals tend to repeat behaviors that are rewarded. This could be as simple as a "thank you" or as concrete as a bonus. The crucial point is that attempting to scare people into changing their behavior won't be effective when they have other job opportunities. We must encourage them to stay by tailoring our approach.
For an in-class assignment, I asked each student how they preferred to receive feedback. Subsequently, I used that approach to tailor how I delivered appreciation. (Some preferred to talk before class, others over email, while some preferred office hours.) This approach saved me time in the long run and made me more effective. I didn't want to waste energy on an ineffective approach to meet my goal of encouraging the best from students.

Max Shak · Answer

One of the most valuable lessons I've learned as a founder is that recognition isn't one-size-fits-all—especially in a multigenerational workplace. What motivates a Gen Z team member might not resonate the same way with someone from Gen X or a Boomer with decades of experience. If you want your recognition to actually land and build loyalty, you have to meet people where they are.
We've worked hard to make recognition more personal and generationally relevant. For example, younger employees often appreciate public acknowledgment and digital tokens of appreciation—whether that's a Slack shoutout, a feature in our internal newsletter, or even something simple like a surprise day off after a launch. It's about visibility and immediacy.
In contrast, our more seasoned team members often value recognition that highlights their expertise and long-term impact. One specific shift we made was introducing peer-nominated legacy awards—focused not just on recent wins but on mentorship, process improvement, or long-term contributions. That resonated with a few of our senior engineers in a way no coffee gift card ever could.
We also started giving people the chance to choose their own reward from a curated set—some pick learning stipends, others opt for family-oriented experiences. That choice itself is a form of respect. It tells them, "We see you as an individual, not just an employee ID."
Ultimately, recognition is about listening. It's not just what you say—it's how, when, and why you say it. When you tailor appreciation to what truly matters to someone, it moves the needle on engagement, trust, and retention. And in a startup environment where every contribution counts, that kind of connection is everything.

Rita Zhang · Answer

One of the biggest lessons I've learned about employee recognition is that a one-size-fits-all approach doesn't work, especially across generations. Different age groups value different kinds of acknowledgment, and tailoring your approach makes recognition far more meaningful.
Baby Boomers often prefer formal public recognition, like awards, plaques, or shoutouts in meetings. Millennials and Gen Z tend to prefer informal, immediate feedback, like a Slack kudos, a handwritten note, or a quick mention in a team call. At one company, we had an "Employee of the Month" program, but it wasn't resonating with younger employees. After gathering feedback, we introduced a Slack Kudos Board where anyone could recognize a peer in real time. This shift led to more frequent and heartfelt acknowledgments across all departments, and surprisingly, older employees also started participating. 
We also gave employees options for how they'd like to be rewarded. Boomers leaned toward traditional rewards like gift cards or lunch with leadership, while Gen Z favored PTO, cause-based donations, or experiences. Giving a choice made recognition more personal and appreciated.
It comes down to listening. Surveys and informal check-ins help uncover what matters to each team member. Recognition should feel authentic, not performative, and that starts with knowing your people. Tailoring recognition by generation isn't about stereotyping; it's about understanding values and communication preferences. A little customization goes a long way in helping people feel truly seen.

Soumya Mahapatra · Answer

One of the major ways I have adapted my approach to employee recognition in a multi-generational workplace is by tailoring the amount and type of recognition I provide. In my experience working with Millennials and Gen Z, for instance, they desire more frequent recognition to maintain high engagement levels. Older generations, in my experience, are content with receiving genuine but less frequent recognition and might feel overwhelmed or pandered to if recognized more often.
Another aspect I have noticed is that older generations prefer to have their expertise and contributions publicly acknowledged, emphasizing their value to the company's overall operations.

Edward Tian · Answer

As a Gen Zer myself, I've found that many Gen Zers tend not to prefer the type of employee recognition that is loud and attention-focused. For example, many don't like when their manager stops a company meeting to give them a shout-out because it can feel awkward. Instead, they often prefer more personal recognition or recognition through perks given here and there. The opposite tends to be true for Baby Boomers and Gen Xers, who often love that loud recognition. Millennials tend to fall somewhere in between.

Seamus Nally · Answer

I've learned that it can certainly help to tailor your recognition methods depending on an employee's generation. However, you also don't want it to seem like everyone's getting recognized in vastly different ways because that can inevitably lead to people feeling like things are unfair. For example, just because Gen Xers might appreciate things like "Employee of the Month" more than Gen Zers doesn't mean that you should intentionally only ever choose Gen Xers to be Employee of the Month.

Mateusz Mucha · Answer

We've had younger team members light up when their work is shared company-wide. But we've also had people who prefer a one-on-one note, or recognition tied to real growth, like getting to lead a new project. It's not about age as much as it is about listening. The best recognition is the kind that fits who someone is, not what generation they're in.

Ion Oyarzun · Answer

Where we support companies in hiring and managing international talent, we've learned that employee recognition must be culturally and generationally tailored—especially during onboarding, when first impressions shape long-term engagement.
One key insight is that generational expectations around recognition differ significantly. Baby Boomers and Gen X often value formal recognition tied to tenure or role-based achievements—things like structured performance reviews or leadership acknowledgment. Meanwhile, Millennials and Gen Z expect more frequent, personalized feedback, often tied to learning opportunities and real-time contributions.
To adapt, we've redesigned parts of our onboarding and HR processes. For younger employees, particularly Gen Z, we incorporate peer-to-peer shoutouts, quick win recognitions during weekly onboarding check-ins, and manager-led feedback loops focused on growth potential rather than just completed tasks. We've also introduced early skill development plans that allow them to feel seen and invested in from day one.
For more senior hires, we keep a more formal structure in place—clear milestones, leadership visibility, and acknowledgment of past experience during onboarding sessions. This hybrid model helps us build trust across age groups while aligning with what each generation values most.
By recognizing generational differences and embedding tailored recognition into the employee journey from the start, we've seen measurable improvements in engagement and retention across diverse teams globally.

Neil Fried · Answer

One thing I've learned is that recognition has to feel personal, and what feels personal varies wildly by generation. Younger employees, especially those in Gen Z, tend to value public shout-outs and visible appreciation, something that reflects their comfort with social media platforms and being seen. On the other hand, more experienced team members often prefer a private thank-you or a tangible acknowledgment that ties to long-term impact, like added responsibility or influence on a strategic initiative.
I saw this play out during a cross-functional project that involved both senior and early-career team members. The Gen Z leads had gone above and beyond, and instead of just a private thank-you, we highlighted their work in a company-wide meeting and gave them ownership of the next product sprint. Their energy only grew. Meanwhile, for a tenured colleague who played a quiet but critical role, I made time for a one-on-one conversation where I acknowledged his leadership and offered him a spot on a new strategic initiative we were forming. It wasn't loud, but it landed.
Recognition isn't one-size-fits-all. It's about listening closely, understanding your team, and being thoughtful about how appreciation aligns with what each person values. That's when it really sticks.

Recognizing Across Generations: Tips for Employee Appreciation

Recognizing Across Generations: Tips for Employee Appreciation

Personalize Recognition for Generational Preferences

Adapt Feedback Style to Employee Needs

Tailor Recognition to Individual Values

Customize Appreciation for Maximum Impact

Meet Employees Where They Are

Balance Public and Private Recognition

Understand Generational Communication Preferences

Recognize Fairly Across Age Groups

Listen and Adapt Recognition Methods

Embed Tailored Recognition in Onboarding

Align Appreciation with Personal Values

Match Recognition to Career Stage

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