
Two Generations, One Village. Are you meeting the expectations of both?
- Categories Key things to help you everyday
- Date January 24, 2025
Retirement villages today house two distinct generations—the Silent Generation and the Baby Boomers—each with evolving needs. Have you adapted your approach, or are you relying on outdated models?
In 2025, retirement villages home to two distinct generations. The Builder Generation and the Baby Boomers.
Each brings expectations shaped by their life experiences, values, and priorities. The Builder Generation, shaped by hardship and sacrifice, values tradition, frugality, and stability. In contrast, Baby Boomers, with their diverse lifestyles and digital fluency, seek personalisation, innovation, and dynamic experiences.
Have we changed our ways, or are we still relying on outdated methods?
Residents and their families now expect not just a place to live but a vibrant community that fosters wellness, connectivity, and fulfillment. Understanding the expectations around this are becoming critical to success.
The Five Major Types of Customer Expectations
- Explicit Expectations
Today’s residents know what they want, and they’re not afraid to ask for it. Explicit expectations are clearly stated desires that are often explicitly communicated. Consider demands such as state-of-the-art fitness equipment, on-site care and support, or high-quality dining. Baby Boomers, in particular, expect tailored services and transparency in communication. To meet these, village operators need to actively listen and deliver exactly what is promised—or even more. - Implicit Expectations
Implicit expectations are the unspoken assumptions customers bring with them. For example, residents might assume that their unit will be well-maintained by the operator or that staff will be approachable and courteous. The challenge here is to deliver on those that are essential to a vibrant community (i.e. approachable and courteous staff), and look at ways to unpack those expectations that may be complicated (i.e. maintenance responsibilities under a resident contract.) A proactive approach, such as conducting regular surveys and analysing feedback, helps uncover and address these hidden desires. - Interpersonal Expectations
Regardless of the generation, there is an expectation around how people are treated. Residents expect every interaction with staff to be warm, understanding, and professional. For village professionals, building trust through active listening, respectful communication, and genuine care can transform routine interactions into memorable experiences that foster loyalty. - Digital Expectations
In a post-COVID digital-first world, older generations have adapted their habits. Baby Boomers, especially, explore intuitive websites to conduct research, and are comfortable using secure payment portals. These are now the digital tools that simplify their lives. From booking community events to managing healthcare appointments online, seamless digital solutions are now expected. Meeting these expectations demonstrates innovation and a commitment to staying relevant in a tech-savvy world. - Dynamic Expectations
Expectations don’t remain static; they evolve as residents settle into the community. A new resident might initially focus on their physical living environment but later prioritize social connections and wellness programs. For village operators, staying ahead of these shifts requires adaptability and regular touchpoints with residents to ensure offerings align with their changing priorities. Personalised care plans and community feedback loops can help keep pace with these changing needs.
Great Expectation Management
Expectation management is no easy feat.
Balancing the distinct demands of residents requires understanding alongside a strategic approach to managing those expectations effectively.
To help village professionals navigate this complexity, DCM Institute’s next series of Professional Development Days will delve into what “great” expectation management truly looks like. This event will provide actionable insights into tackling challenges such as “expectation creep”—the gradual escalation of resident demands over time—and building cultures of proactive communication and service excellence.

The program will be facilitated by renowned management and culture expert Jacqui Perkins, who brings a wealth of knowledge in crafting strategies to elevate customer satisfaction and operational success. Whether you’re a seasoned professional or new to the industry, this is a unique opportunity to refine your approach and ensure your retirement village not only meets expectations but consistently exceeds them.
For more information about the DCM Institute or our event series on Great Expectation Management, click here.
Author
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With over 20 years of experience in the seniors living sector, James has led operations for both large and small operators. Throughout his career, he has demonstrated a deep commitment to a resident-focused approach, working tirelessly to establish, improve, and transform retirement communities for some of Australia's top owners and operators. James holds a Masters Degree in Commerce and Economics (UNSW) with an advanced specialisation in Human Resource Management. A former member of the NSW Retirement Living Council, he continues to sit on numerous sector Committees.
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Tag:Leadership, Management
With over 20 years of experience in the seniors living sector, James has led operations for both large and small operators. Throughout his career, he has demonstrated a deep commitment to a resident-focused approach, working tirelessly to establish, improve, and transform retirement communities for some of Australia's top owners and operators.
James holds a Masters Degree in Commerce and Economics (UNSW) with an advanced specialisation in Human Resource Management. A former member of the NSW Retirement Living Council, he continues to sit on numerous sector Committees.
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