Based on the results, recommendations for evidence-based human resource management are derived. This chapter demonstrates why generation-specific measures are not effective and why overarching factors are instead crucial for high employer attractiveness. The risks of a personnel policy based on generational myths are examined. As an alternative, a life-phase-oriented human resource management approach is proposed, which addresses the individual needs and competencies of employees at different stages of life. Finally, a more responsible approach to generational comparisons in public discourse is called for, in order to reduce prejudice and promote a more nuanced perspective on the expectations and needs of employees.