Engagement strategies in a digital multigenerational world: insights from multinational companies on unlocking the potential of Human Capital 4.0

Abstract

Purpose This research explores human factors practices in the context of Industry 4.0, Industry 5.0 and the multigenerational workforce, promoting the evolution of Human Capital 4.0. With the emergence of generations Y and Z, organizations are more volatile, heightening the risk of tacit knowledge loss. Conditions conducive to retaining employees must be created, particularly by prioritizing engagement initiatives. Design/methodology/approach Addressing these imperatives required the adoption of a comprehensive mixed-methods methodology, which integrated a systematic literature review, a qualitative thematic analysis of 30 interviews conducted with employees from three multinational organizations and a quantitative statistical analysis of a questionnaire gathering 560 responses. Findings The study identifies essential practices for enhancing employee well-being, considering blue and white collars, using the PERMA model. It recommends adopting corporate social responsibility (CSR) initiatives and flexible work arrangements to improve positive emotion. Engagement is strengthened by aligning roles with employee strengths, offering ongoing learning opportunities and incorporating gamification. Strong Relationships are fostered through coaching, mentoring and participatory decision-making. Meaning in work is supported by encouraging a protean career attitude and integrating CSR activities to align personal and professional values. Accomplishment is achieved through lean management principles and recognition programs that facilitate goal achievement and employee appreciation. Originality/value This is the first multigenerational study to include Gen Z, both blue- and white-collar workers and the PERMA model, offering a set of practices designed to improve Human Capital 4.0 retention. These practices target adaptation to both the digital paradigm and the multigenerational environment as well as addressing the phenomena of the Great Resignation and Quiet Quitting.

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