HR director Kirk Merrett shares how generational diversity drives innovation, inclusion, and business results
When Hyundai Canada’s HR team looked at their workforce, they saw an opportunity: a mix of generations, each bringing unique perspectives and expectations. For Kirk Merrett, Director of Human Resources, this diversity was not just a demographic fact but a strategic asset.
“The biggest opportunity certainly is the wealth of perspectives that the different generations bring,” he says. “We really believed that diversity of thought was key to creative business solutions. The old example is that you can have a bunch of people that may look different, but if they all went to the same school and grew up in the same neighbourhood, they're not bringing many different perspectives.”
But Merrett acknowledges that leading a multi-generational workforce came with challenges.
“Each generation brought unique experiences and ideas, and what's important to each generation is different. From an HR perspective and a company culture perspective, we had to take all of that into consideration when designing our programs and feedback mechanisms, so that we were not trying to assume that this worked for everybody. A one-size-fits-all wasn't going to work.”
Intentional programs, real inclusion
Hyundai Canada’s approach was both deliberate and nuanced. Rather than overtly labelling programs by generation, the HR team designed initiatives to meet a range of needs. One example was “Hyundai Huddles”—small group discussions that gathered feedback from specific cohorts, such as new hires, women, or Gen Z employees.
“It was a frank and open discussion,” Merrett says. “We took notes, but we didn’t take names.”
These huddles provided real-time insights into what mattered most to different groups, from flexibility in the workplace to career development. The feedback directly informed HR’s ongoing strategy.
Hyundai’s multi-generational strategy also included practical programs that foster inclusion and engagement. For Gen Z, digital natives who value tech, flexibility, and social impact, Hyundai offers self-directed career tools, flexible work options like Flex Fridays and work-from-home days, and a variety of give-back programs.
Team-based initiatives, such as the annual walking challenge, encouraged friendly competition and supported charitable causes—appeal across age groups.
“We had been very intentional with what we were trying to do for each group,” Merrett says. “But we also made sure our general employee base was aware of all these factors, knowing that certain things were more important to some groups than others.”
Upskilling for every generation at Hyundai
Upskilling was another area where Hyundai Canada’s HR team focused on inclusion. When it came to something as specific as advanced Excel training, Merrett says, “We had some folks—especially digital natives like Gen Z—who would much rather do it on their own. Just give them access to the online course and they’d take it independently.”
Other employees preferred a different approach, he says.
“Some wanted to do it online but in a live setting—learning from their desk but with a real-time instructor. And then there were groups who wanted in-person training.”
To ensure no one was left behind, Hyundai offers a variety of platforms: self-paced online modules, live virtual classes, and traditional classroom sessions.
This flexible approach ensured that every employee, regardless of age or learning style, felt empowered to develop new skills and stay future-ready.
Advice for HR: listen, personalize, and build trust
Merrett’s advice to fellow HR leaders is simple: “Begin by listening.” He cautions against making assumptions based on generational stereotypes, stressing the need to understand each employee as an individual.
Personalized career paths, he adds, should offer both lateral and upward mobility, with HR professionals helping employees take a long-term view of their careers.
Merrett also highlights the importance of transparent feedback and meaningful recognition: “Each generation wanted transparent feedback, though they might want it in different ways. It was about meeting the needs of the person in front of you.”
A future-ready workforce
Looking ahead, Merrett says generational diversity will remain a cornerstone of Hyundai Canada’s strategy.
“Diversity of thought positioned the business so much better to meet the needs of our customers—and that was ultimately what we were here for.”
For HR leaders across Canada, Hyundai’s approach offered a timely reminder: the best way to future-proof the workforce is to value every generation—and listen to every voice.
