Sustainable Talent Management for Multigenerational Workforces

Anna K. Schneider

Sustainable Talent Management for Multigenerational Workforces

Author(s)	Dr. Anna K. Schneider
Country	United States
Abstract	The simultaneous presence of employees at different career and life stages has made sustainable talent management an increasingly important organizational concern. Conventional approaches to multigenerational workforce management frequently assume that employees belonging to particular generational categories possess predictable attitudes, motivations, communication preferences, or technological capabilities. Such assumptions can encourage stereotyping and obscure the substantial variation that exists within age groups. This study develops an alternative framework in which sustainable talent management is conceptualized as a life-course and age-inclusive system designed to maintain employability, engagement, knowledge continuity, work ability, and equitable career opportunity over extended working lives. A structured integrative review of peer-reviewed research and institutional evidence published between 2007 and August 2026 was conducted. The analytical corpus focused on age-inclusive human resource practices, diversity climate, employee retention, flexible work design, lifelong learning, intergenerational knowledge transfer, work engagement, and sustainable human resource management. Evidence was synthesized through thematic coding and an author-developed Evidence-Synthesis Priority Index rather than through fabricated primary employee data. The findings identify age-inclusive human resource practices and an anti-discrimination climate as the strongest foundations of sustainable multigenerational talent systems. Continuous reskilling, reciprocal knowledge exchange, employee work ability, and flexible career architecture also emerge as strategically important. The analysis further indicates that organizations should replace age-based assumptions with needs-responsive practices that remain accessible across career stages. Sustainable talent management is therefore most effective when recruitment, development, promotion, mentoring, performance management, flexibility, and succession processes operate as an interconnected architecture rather than isolated generational programs. The proposed framework contributes to talent-management research by integrating sustainability, age diversity, organizational support, knowledge continuity, and career development within a single life-course perspective. It provides organizations with a practical basis for retaining expertise while developing emerging talent without reinforcing generational stereotypes.
Keywords	Sustainable Talent Management; Multigenerational Workforce; Age-Inclusive HRM; Talent Retention; Intergenerational Learning; Knowledge Transfer; Workforce Sustainability; Diversity Climate; Lifelong Learning; Employee Engagement
Field	Engineering
Published In	Volume 1, Issue 6, November-December 2020
Published On	2020-12-29

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American Journal of Advanced Multidisciplinary Innovation and Research

A Widely Indexed Open Access Peer Reviewed Multidisciplinary Bi-monthly Scholarly International Journal

Sustainable Talent Management for Multigenerational Workforces

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