The Multidimensional Workforce Pt. 3

We are now at the conclusion of what I hope has been an illuminating series thus far. To recap, the Multidimensional Workforce is a three-part series emphasizing the need to redesign the B2E environment and what it means to be a corporate citizen. Generation Y is entering the workforce at an increasing rate, and it will soon be Generation Z’s turn to become the world’s leaders. In Part 1, we covered the importance of removing the stereotypical “dirt” to discover that Generation Y is raw, untapped potential. In Part 2, we reviewed the critically acclaimed book The 2020 Workplace as supporting evidence to our newly created Multidimensional Workforce Venn diagram. In this concluding post, a sample gamified solution will be presented for ways businesses can improve the workplace atmosphere.

As digital natives, Generation Y and future generations are just as special as (if not more than) the Silent Generation and Baby Boomer CEOs and Managing Directors. Each generation brings forward distinct pros/cons so it is up to today’s businesses to start maximizing on the positives and minimizing on the inefficiency. Thankfully, gamification is a digital native’s best friend because video games have been a primary medium for information gathering and processing for the last 10-15 years. Using game design principles and user-centered design thinking, Multi-generational interactions can become more productive to business objectives. Taking a look at each intersection of the Venn diagram, here are some simple implementations that would gamify your business for the win.


Proposed Gamified Solution

 1. Generations X/Y

People of these generations love the idea of “gamification”—game design elements coupled with user-centered design thinking. Points, badges, leaderboard, statuses, intangible elements of being/meaning, and social elements are a great starter kit to gamifying a progressive growth structure for these generations. Generation X should be more concerned with career growth and Generation Y should start with skill/roles growth. Since getting a MBA is like a quest that rewards the person a pathway to new careers upon completion, Generation Y should first improve and refine their skills before embarking on such task. Positive growth is key.

 2. Generations X/B (Similar to Y/B)

More focused on user-centric design, game design elements should incorporate some sort of social mentorship structure between Generations X/Y and Baby Boomers (B). For example, gamification can be used to allow (B) to award points and meaningful virtual goods to their teammates to allow for a growth in productivity and loyalty. The possibilities are endless here but the importance lies within the meaning given to these tangible virtual goods. Meaning should come in the form of autonomous feedback, access to knowledge, and acknowledgment of competence all packaged towards career growth.

3. Generations X/S (Similar to Y/S)

The Silent Generation is filled with sagacious employees—people with great advice and experience. Generations X/Y will go to them for advice. In terms of corporate citizenship, Generations X/Y should help (S) get their work done because they are more active. In turn, task management systems should allow (S) to give altruistic gifts to (X/Y) in the form of transparency, a virtual currency, and long-term goal setting advice.

4.  Generations S/B

Generations S/B should first and foremost figure out a system of checks and balances that helps facilitate the growth of Generations X/Y. As (B) and (S) are two generations giving feedback, autonomy, transparency, virtual goods, and other game elements to (X) and (Y) as a form of status of growth, each employee in (B) and (S) should play a specific role in a Generation X/Y employees’ growth. These first 4 interactions completely create an organic growth model for older generations ensuring that the younger employees are becoming more productive and efficient in the workforce.

5. Generations X/B/S

Generations S/B are in charge of Generation X’s career growth. This includes making sure a Generation X employee has an increased influence over the business’s key objectives and vision. For example, (B/S) should give Generation X more chances to give presentations, meet with clients, and perform other important tasks as long as they are growing at an effective rate in accordance to the company’s gamified B2E environment.

6. Generations Y/B/S

Generations S/B are in charge of Generation Y’s overall skill growth. This includes making sure a Generation Y employee is growing everyday in terms of learning all the skills necessary to succeeding in every facet of the job. For example, Generations (B/S) should focus on giving constant feedback, more autonomy, and more leadership roles on projects so (Y) can increase confidence of their dynamically growing skill-set.

7. Generations X/Y/B (Similar to X/Y/S)

An organic growth model for Generations (B/S) to use gamification to ensure the growth of (X/Y) has been laid out in the preceding generational interactions. Through these three-way interactions, Generations X/Y should always ensure that they are working hard to impress Generation S/B. Gamification elements of altruism, charity, and connectedness should be maximized upon to recognize employees that are taking care of their mentors. One of the main mottos to remember is “collaborate with others, compete with self”. Every member in this three-way generational interaction should work together to ensure the company’s organic growth model is working properly. However, they should always compete against themselves to be the best employees they can be.

8. Generations X/Y/B/S

How do all four generations interact with each other? With the rise of social media, globalization, and demographics in the workforce, how does the entire company work together to deliver effective products and services? The notion of corporate citizenship should ring loudly in everyone’s head. Not only are you an employee of a company, but also you are that company’s citizen. Each company has a different philosophy and means of approaching business practices. As a citizen, social responsibility is not a volunteer chore, rather a necessary one. Working for the growth and success of others around you will allow for your growth to prosper. Not only will everyone achieve individual wins, the company will win as well because a high sense of citizenship creates a tight-knit workforce.


We hope you enjoyed reading about the redesign of the corporate setting. The Multidimensional Workforce is not vanishing anytime soon; it is here to stay. Tomorrow’s generation is the key to success, and businesses should focus on tapping into the youth’s raw potential. As digital natives, future generations live and work in different ways. Maximizing upon a digital native’s natural skill sets and applying them to meet key metrics, the Multidimensional Workforce will be the secret to a business’s growth.

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