The American workforce is in a state of constant change, and each generation plays a significant role in shaping it.

According to a Pew Research Center analysis in 2020, Baby Boomers made up nearly 19% of the workforce, Generation Xers were almost 36%, millennials accounted for nearly 40%, and Gen Zers slightly over 6%.

By 2025, the proportion of Baby Boomers in the workforce is expected to drop to only 7%, while Generation Xers will be reduced to less than 33%. In comparison, Generation Z will grow to almost 20% of the U.S. labor force.

However, despite these changes, the workforce is still largely dominated by Baby Boomers, Generation X, millennials, and Generation Z.

Understanding the differences between these generations and adapting management practices to build a successful multigenerational workplace is crucial.

A survey of over 5,000 employees revealed that one-third plan to switch jobs within two years due to limited career advancement opportunities, poor work/life balance, and better pay and career prospects elsewhere. High employee turnover can lead to low productivity and a $5 trillion economic loss.

According to a study on building a multigenerational workforce, employers must recognize that employees are more than just workers and prioritize good work-life balance, career prospects, and flexible schedules.

For instance, Generation X has to juggle multiple financial priorities, such as raising a family, paying off student loans, and caring for aging parents. Millennials introduced the job-hopping trend but are now moving into middle and senior management positions.

To build a successful multigenerational team, it’s essential to understand the perspectives of each generational group, prepare to meet them where they are and develop a culture of listening where team members know their feedback is carefully considered.

Trust is the critical component that overrides everything else in today’s economy. Finally, while people are born into a specific generational group, treating them as individuals and personalizing the workforce experience to boost morale and position yourself as a great employer is essential.

In 2019, Indeed surveyed over 4,000 job seekers and almost 900 employers to determine the prevalence of ghosting. Two years later, they surveyed 500 job seekers and 500 employers in the U.S. to learn more about what it means for hiring in the long run.

The data shows that 83% of employers reported being ghosted by job seekers. In comparison, only 18% of job seekers admitted to ghosting potential employers.

The most common reasons for job seekers to ghost employers included failing to attend job interviews, stopping replies to recruiters or hiring managers, accepting a job offer but not showing up for the first day of work, and having a verbal job offer but not signing the paperwork.

Job seekers often accept a job offer and fail to attend their first workday. When asked why, many cite reasons outside the recruiter’s control.

For example, over half of job seekers who ghosted said the job wasn’t right for them, while 40% said they had accepted another offer. Others mentioned that the salary (22%) or benefits (15%) exceeded their expectations.

However, those who ghosted the employer noted areas where recruiters could improve, primarily effective and open communication.

For instance, 26% of ghosters said they were uncomfortable telling the employer they had a change of heart, 13% cited general communication problems with the recruiter, and 11% didn’t know what to do and disappeared.

According to Indeed data, 94% of ghost job seekers say they experience little to no consequences. In comparison, 70% of employers say they feel moderately to highly frustrated when a candidate ghosts them.

Indeed data also shows that 71% of employers surveyed keep records of job seekers who don’t show up for their first day of work.

The median age of ghosters surveyed is 34, and 70% are employed full-time. Ghosting habits are consistent across age groups. While people of all ages ghost, different age groups do it for various reasons.

Further data from Indeed shows that ghosters aged 18 to 34 are significantly more likely to have bailed because they didn’t know how to communicate effectively.

This could be because they didn’t want to hurt the recruiter’s feelings or weren’t comfortable telling the employer they were no longer interested.

In contrast, older generations might have a more realistic understanding of how long the recruitment process takes. While 27% of ghosters in the 18- to 34-year-old group ghost because of a lengthy application period, only 18% of the 45- to 65-year-old cohort do the same.