What The Generations Want From Work: New Data Offers Surprises

Generations have long been a way to understand people and what they want—from their work and for their lives. And companies should pay attention because even with the tightening economy and high-profile layoffs, the job market continues to be strong. Organizations which offer the best work experiences will set themselves apart—able to hire the best people, retain them, engage them and sustain their company cultures.

But are there differences in what people want based on their ages? Research by LiveCareer and Oyster tell an interesting story about what’s most important to the various age groups.

Multi-Generational Workplaces Are Here to Stay

Demographics dictate that people will continue to work with people of all ages. Gen Zs have entered the workforce and even some from the Silent Generation (those born into the mid 1940s) are still working. All the generations must work together, find common ground and strive toward shared goals.

The LiveCareer study found 89% of respondents considered generation diversity in the workplace as a positive element of work and 87% viewed the opportunity to learn from each other as a good thing for their experience. This is indeed one of the main benefits of all kinds of diversity in the workplace—age-related and otherwise—multiple perspectives enhance learning and also improve outcomes. With the complexity of work today, no one viewpoint is ever complete, and being able to check in with others who see things differently shapes better solutions.

Of course, differences of opinion can also lead to conflict and 78% of those surveyed also believed a multigenerational workplace could lead to conflict. As the saying goes, “A boat that isn’t going anywhere, doesn’t make waves.” So while conflict can be challenging, it’s not something to eradicate. Instead, it’s something to manage well—ensuring people have a chance to speak up, be heard and contribute to projects which are improved based on the discussion and debate which shape them.

The Value of Life Stage

Perhaps one of the most important things in the data about generations is actually a lack of difference between the age groups. It’s become common to over-generalize about the generations, with the opportunity to disparage any age with biased-based claims. But in truth, workers value many of the same things about work—sometimes in different priority order or for different reasons.

A valuable view is to look beyond age to life stage—a model from sociological reserach. All workers care about similar things, but the priority of needs tends to shift. For example, when you’re starting your career unencumbered by kids or family or a mortgage, the focus may be on growing your career, building social capital and finding that next cool opportunity. As you grow older and have a partner or children or elder family members to care for, the focus is frequently on doing great work with maximum efficiency and effectiveness so it can fit into all the other demands of life. And as you become more senior, the priority is frequently toward sharing what you know, mentoring, contributing to organizational memory or leaving a legacy.

Of course, all generations and life stages care about all of these things—growth, social capital, effectiveness and sharing knowledge—but people tend to sequence and prioritize them differently based on their life stage.

The implication: Companies are wise to consider what’s most important about work for all generations, and also to treat people as individuals as well—listening, empathizing and providing for as much choice as possible.

What The Generations Want

Sometimes, a lack of data is as important as its presence. In the classic Sherlock Holmes mystery novels, there’s a key moment where Holmes cracks a case by determining “the dog didn’t bark.” Detectives had been looking for a criminal who had broken into the home, but because neighbors didn’t hear the family dog bark, it suggested the evil-doer had come from inside the family—someone the dog already knew.

The data on generations is like this as well. There are some surprising similarities between what people value, what they want and what motivates them—and this is a powerful antidote to the tendency to over-generalize or make biased blanket statements.

Here’s what people want, and the subtleties of the generational data.

Choice and Control

Perhaps one of the most defining characteristics of work experiences today is the debate about flexible and remote working. In the LiveCareer study, all the generations reported they expect flexibility in working options, with 76% of Millennials, 69% of Gen Z and 64% of Gen X expressing this expectation.

In addition, when respondents were asked about the benefits which were most important, 38% of Millennials, 33% of Gen X and 32% of Gen Z identified flexible working benefits as most important. The Oyster study found “flexible working options” was the second-most important priority for all age groups, and “the ability to work from anywhere” was third.

At its core, flexible working is about providing people with greater choice and control over when, where and how they work. Not all work can be done away from the office, but when people have greater autonomy about which work they do in the office and which they do elsewhere, they appreciate it—and they are increasingly demanding this option as well.

Companies are wise to provide clear expectations and to provide a compelling workplaces where people want to be—to build relationships, to grow social capital, to learn, to experience the energy of in-person work and to innovate. Of course, these can be accomplished virtually as well—and hybrid is here to stay. But companies need to plan for rich experiences both face-to-face and virtually.

At its best, hybrid is a both-and, rather than an either-or choice between remote work and in-office work. And both have a place in the future of work.

Recognition and Appreciation

Beyond the expectations and benefits which point to flexible and remote work, surveys also asked people about what they value and prioritize about their work experiences. The LiveCareer research found job prestige is valued by the greatest number of respondents from all generations. Gen X (64%), Baby Boomers (59%), Millennials (58%) and Gen Zs (53%) all rated job prestige as their highest priority in their work.

People want recognition and respect—and this is true across generations. Organizations can ensure they’re providing plenty of appreciation both through informal recognition processes as well as through rewards programs.

Companies are also wise to value all kinds of work throughout the organization and avoid putting too much emphasis on certain roles. All work has dignity—and people deserve to feel valued no matter what kind of work they do. They will also be more engaged, motivated and dedicated when they feel respected by the organization.

Security and Value

In the Oyster study, regular pay raises were most highly valued by all generations. This was true for Gen X (91.4%), Millennials (90.5%) and Gen Z (87.2%). This is related to job prestige as well—people tend to feel greater prestige associated with compensation.

And in a period of increasing inflation and potential recession, regular pay raises are also related to job security, which was also highly rated. In the LiveCareer research, job security was the second most important aspect of work for Baby Boomers (46%) and Gen Z (44%). Health insurance is also part of this need for security among Gen Zs for whom 39% said it was a most important benefit.

People want a sense of fairness in their pay and in their work experience (in fact when people don’t feel work is a fair, it’s one of the main reasons they will leave an employer). Aligned with this is a sense their pay will grow over time. People want to feel secure about their jobs and the benefits which go along with them.

A Bright Future

Another key aspect of work which all generations want is opportunities for growth and development. In the Oyster survey, Gen Z rated the opportunity for career development as the most important attribute of work. And in the LiveCareer survey, growth was the second-most important element with 46% of Millennials and 42% of Gen X giving it priority.

People want to know they matter and want to know the company is investing in them and their learning over time. This is one of the main ways organizations can attract employees and ensure motivation and engagement—by demonstrating attention to where employees are going and committing to their futures. They can do this by finding out about employees’ unique desires, helping them set goals and providing all kinds of learning opportunities to help them accomplish their ambitions.

Purpose is also part of this experience. When people feel they are growing toward something greater than themselves, and when they feel connected with co-workers and the mission of the organization, they tend to be more inspired. This operates at the organizational level was well: Companies with more shared purpose tend to achieve better financial returns. Give people a sense of purpose by ensuring they know how their work fits into the whole and providing clarity about how their work and leaning affect team members, customers and the community.

Work and Life

A chilling new series called Severance features workers who choose to have a surgical procedure in which their work memories are separated from their non-work memories. Within work, people can’t remember the rest of their lives, and when they’re away from the office, people can’t recall their work. The work landscape is devoid of color, meaning and texture in a dystopian future.

The show demonstrates the extent to which people are better with both full work and full lives. When employees bring unique aspects of their life stage and life experience to their work, it’s beneficial to people, but also to the community. When workers feel a level of value and prestige from their work, it reinforces the value each person offers to the whole.

Every age and stage has its uniqueness, but the real take away is the extent to which workers have shared needs and priorities. Work is part of a full life and the opportunity to express talents, contribute capabilities and learn and grow are among the most meaningful parts of work and life—for everyone.