We are currently experiencing four very different generations in the workforce (Harrison, 2007) and research into managing a multigenerational workforce is relatively recent. Each of these generations transmits distinctive characteristics and similarities in their way of working. “For example, preferences for training and development methods will likely vary across generations, as younger employees have grown up using fast-paced technology and older employees are accustomed to face-to-face learning contexts” (Mencl & Lester, 2014, p. 269). In particular, the Baby Boomer generation comprises 41% of the current workforce (Harrison, 2007) and will soon be retiring. Although older workers remain in the workforce longer (Harrison, 2007), younger generations, X and Y, must be prepared to take on greater levels of responsibility. Older generations, with their experience and knowledge, are key factors in the success of younger generations in any organization. Although specific generational characteristics will change in the future as new generations evolve, the need to affirm the value of working with multigenerational groups is critical to developing a successful organizational culture. Parallel tailoring education and training to the individual, members of the multigenerational workforce