Hotel organizations are no strangers to operational complexity—but few challenges are as pervasive and overlooked as managing a multigenerational workforce. In a standout session at HITEC 2025, Stefanie Adams, CEO of WNY People Development, unpacked why communication breakdowns and mismatched expectations are often generational at their core—and how technology leaders, alongside HR, can actively shape more inclusive, collaborative, and productive teams.
With five generations—Boomers, Gen X, Millennials, Gen Z, and the emerging Gen Alpha—poised to work side-by-side in the next decade, hotel IT departments and corporate offices must reimagine everything from training formats to project leadership. Adams emphasized that while the differences are real, the opportunity to turn those differences into workplace assets is greater.
“Every generation wants meaning, purpose, and to feel valued. But how they express that—and how they expect it to show up at work—differs dramatically,” Adams said.
Different Eras, Different Expectations
Understanding how each generation was shaped offers clues into how they communicate, handle feedback, and respond to authority:
- Boomers value loyalty, face-to-face interaction, and respect for hierarchy. Their concept of work is rooted in doing what’s asked, not questioning why.
- Gen X prizes independence, email communication, and is often overlooked for leadership roles. Adams warned that many in this generation are silently overworked and struggling.
- Millennials crave collaboration and transparency. They want to know the “why” behind decisions, expect weekly one-on-ones, and often leave jobs when growth stalls.
- Gen Z—digital natives shaped by economic uncertainty and remote learning—crave purpose, personalization, and mental health support. They prefer texts or chat apps and may ghost employers without notice.
- Gen Alpha isn’t in the workforce yet, but their hyper-connected upbringing will likely further challenge traditional workplace norms.
For IT and HR teams tasked with deploying new tech, leading cross-functional initiatives, or designing training programs, these generational preferences can’t be ignored. A one-size-fits-all approach—whether in communication channels, tech rollouts, or growth opportunities—is no longer sufficient.
What This Means for Hotel Tech Teams
Generational dynamics directly affect day-to-day operations in hotel IT:
- Tech training must be tailored. Boomers may need hands-on demos or phone support. Gen Z? They’ll likely learn from YouTube faster than your LMS.
- Collaboration tools should match preferences. Don’t expect email alone to drive action—Gen Z might skip it entirely.
- Innovation cycles must consider psychological safety. Millennials and Gen Z want to question assumptions and contribute ideas. But Gen X may feel blindsided if changes roll out without clear plans or input.
- Project management benefits from clarity. What does “ASAP” mean to each team member? Without defining expectations, tech rollouts and deadlines can unravel.
And with rising employee expectations around mental health, purpose, and growth, Adams challenged leaders to replace exit interviews with “stay conversations.” These quarterly check-ins help managers identify what excites (or frustrates) their team—before it’s too late.
Practical Steps for Inclusive, Cross-Generational Teams
Adams offered hotel leaders a roadmap to foster connection and cohesion across generational lines:
- Practice active listening. Tune in to body language, tone, and context—especially when giving feedback or mediating conflict.
- Check age bias. Tattoos don’t mean someone’s unprofessional; gray hair doesn’t mean someone’s out of touch.
- Rotate teams. Switch up working groups to create shared experiences and surface hidden strengths.
- Set expectations clearly. Don’t assume everyone shares the same understanding of urgency, professionalism, or initiative.
- Adopt layered learning. Design development paths that meet people where they are—whether they prefer online modules, mentorship, or on-the-job coaching.
- Foster a growth mindset. Replace “I can’t work with them” with “I can’t work with them yet.” Differences aren’t deficits.
The Bottom Line
Today’s IT and HR leaders are not just managing systems and policies—they’re shaping workplace cultures. And in an industry where guest experience hinges on team performance, understanding how to connect across generations is both a leadership imperative and a competitive advantage.
As Adams put it: “Remember we are far more similar than we are different. Regardless of generation, every employee wants meaning and purpose from their job, to feel valued, to experience supportive leadership and to have access to professional growth. The trick is recognizing that those needs show up differently—and making space for all of them to thrive.”
