The Complexities Of A Multi-Generational Workforce

Work has always been a multi-generational effort. From our hunter-gatherer ancestors teaching their young to the apprentice system, success in work has often relied on the older generation passing on wisdom to the younger generation.

Now, we find ourselves in a complex era where we see these four generations working together:

• Baby Boomers
• Generation X
• Generation Y (aka Millennials)
• Generation Z

Given the massive changes in the workplace over the past couple of decades, the conventional wisdom of the workplace has also changed.

The Post-War Work Ethic

After World War II, the economy needed to grow, and workforces everywhere were influenced by the scarcity of the Great Depression and the sacrifices of the war years. Success was defined as long hours and hard work exchanged for a set compensation. People generally understood what made for a good employee—and what did not—and someone was eager to take your place if you did not like your job.

As a result, the Baby Boomers inherited a generational expectation of workaholism where “Work hard and keep your head down” became the prevailing motto.

A Generation of Risk-takers

These workaholic tendencies continued when Generation X entered the workforce. They reflected many of the traits of their Boomer predecessors but also nudged employers into previously unchartered work territory, such as risk-taking and more flexibility.

It wasn’t always a welcome change, with the Gen-X workforce being described as “slackers, whiners, and malcontents,” not to mention an infamous Washington Post article that offered the biting advice: “Grow Up, Crybabies.”

Yet later on, Gen-X became revered for their innovative spirit as seen in the likes of Steve Jobs and Jeff Bezos—and we might as well throw in Kurt Cobain, too.

The Millennial Generation

Gen-Y, also known as Millennials, shifted workplace dynamics and was on a course to fundamentally change work due to the payout they would be getting—a reported $68 trillion from their Baby Boomer and Gen-X parents by the year 2030, which would have set them up as one of the wealthiest generations in history.

Once broadly painted as “entitled,” the financial crises of 2008 and 2020 have painted a different picture for many Millennials who highly value meaningful work.

Digital Natives

And now we have Gen-Z, the first generation to grow up entirely with the internet in their lives, their perspective influenced and shaped by social media, smartphones, and an endless stream of content.

Like the Millennials one step ahead of them, we see Gen-Z further shifting the conversation to boldly ask how a company aligns with their values and choosing work that fits into their life instead of the other way around. The notion of a formal college education being required for success has decreased among Gen-Z workers. Yet, they are a primarily ambitious crowd, driven instead by the idea anyone can be successful if given the opportunity.

How Generations Work Together

When you have this wide range of expectations within a single workplace, it’s unsurprising to find some misalignment and miscommunication. Knowing the differences in generations can be extremely helpful in sending the message you give them, especially regarding their expectations of reward.

For example, Millennials are well known for being a group of workers who don’t like to conform to many of the traditional workplace norms, so trying to fit them in a box tends to backfire. Retirement plans, while helpful, may not spark as much interest for them as a matching rate of student debt or being able to cash in their PTO to give to a great cause. Digital capability, stance on social issues, professional development, and flexibility are weighted more in their work decisions than in previous generations.

Companies, especially leadership and HR leaders, need to do the hard work to learn and reflect the values of the generations represented in their workforce while leaving room for the next generation. As you work to make your business multi-generational, you need to ask yourself, “How are the views of my generation impacting our policies, procedures, and rewards?”

Then ask, “What do other generations value that we can work into our rewards? Is there a way we can add flexibility to appeal to multiple generations?”