Not long ago, workplaces had a certain structure.
There was hierarchy and work hours. Some bucked the trends, but it wasn’t until the age of digital transformation interrupted our notions of work, life, and play that things got interesting.
From the 1980s, when computer use was first introduced and left many older workers behind, to the rise of the internet and the modern workplace, where one survey found 77% of workers used a computer daily. That pace of change only increased with the pandemic and work-from-home arrangements facilitated by Zoom, Slack, and even surveillance. Automation and AI is set to further reshape the way we work.
Now, people are living longer, the cost of living is delaying retirements, and going to the office is not always a requirement. Startups follow the hours set by necessity and even sectors outside of tech are getting more flexible.
That sort of change, and having those multiple generations bumping elbows, can have big rewards — but also poses challenges.
Intergenerational learning and expectations around work hours, technology, and how to build a business can either clash or contribute to a more resilient workplace. Experience, mentorship, and a diversity of thought can help increase productivity and build a more stable workforce.
But it can also lead to challenges, where comfort with technology varies and so do expectations around what a workplace can and should be. Those differences need to be recognized and managed in order to build a successful contemporary workplace.
Limiting the view to generations, however, is only a starting point. Similarities across generations abound, and differences have more to do with an individual’s stage of life rather than an arbitrary generational grouping.
What the generations want
A recent report and survey from staffing agency Robert Half looked at what motivates each generation, and found 95% of respondents see value in a multigenerational workforce — dispelling notions of antagonism between ‘lazy kids’ and ‘old timers’ getting in the way.
Specifically, respondents liked having a wider range of perspectives and ideas, learning from those with different levels of experiences, and mentoring, among others.
And it noted differences in what, broadly, generations want from work:
- Gen Z: looking for a “robust work experience”
- Millennials: want to contribute more in senior roles — and with more autonomy
- Gen X: eyeballing better compensation
- Boomers: the least concerned about AI impacting their work, and the least likely to retrain if it does
Workplaces need to be flexible and offer work-life balance, the report notes. And there will have to be some give or take to adapt to generational preferences, in order to attract and retain workers.
But the report also shows that there is plenty of agreement among the groupings. The three youngest generations in the workforce all list a competitive salary and regular merit increases as their top influences on job satisfaction, and all three place fair workload and job expectations as the second influence.
The benefits of experience
Sandi Gilbert, CEO of the aptly named InterGen, understands the power of an intergenerational workforce. Her company acts as a matchmaking service between experienced executives and nascent companies with big ideas who have identified gaps on their team.
“Young entrepreneurs, particularly tech entrepreneurs, certainly understand the problem they’re solving and how to solve that problem,” she says. “But they really don’t know how to build a business.”
The aforementioned executives might be bored after retirement, or missing the coffee meetings, conversations, and challenges that come from building something new. They help introduce a company to their networks and get access to a new network springing up around tech.
“It’s not just about gray hair, but it’s about diversity of thought, diversity of experience that actually creates a better well-rounded company,” says Gilbert.
That diversity of thought also introduces the more experienced workers to a world outside of the country clubs where they might congregate, or the board rooms dominated by men who look just like them.
Some of those executives choose to stick around, while many help get a business established and then move on to the next challenge (or round of golf).
That’s not to say there aren’t challenges. Adapting to a workplace that might not keep regular hours and offers flexibility between sessions of hard work can be uncomfortable for those accustomed to a more conservative work environment.
“Sometimes those people that have had the luxury of working for a month on whether the company is going to move ahead with something, and you’re gonna make that decision in three days, that’s hard for them,” says Gilbert.
Young entrepreneurs also have to come in with an open mind, she says. Those who think they already have all the answers likely won’t listen to the knowledge and advice of the more senior executives. That can also increase the likelihood of conflict
There can also be challenges across generations when it comes to technology tools and communication.
Colleen Pound, CEO of Proxure, an AI professional services procurement platform, says things like introducing Slack or trying to give a laptop to an older colleague can highlight some of the generational differences in how to get things done.
That can hold people back.
“Especially in the age of energy transition and digital transformation, people are looking to start over or learn something new and that can be scary,” says Pound.
“Young people are frustrated that older people don’t know how to work technology properly, and old people are scared to learn new tools because they’re unfamiliar, and they’re slow and they’re not as efficient, and they don’t want to make a mistake and have all their work be lost.”
But on her team, she says it’s less about the age and more about the attitude and aptitude of the person behind a particular workplace quirk.
It’s not just age
Generations are a pretty easy way to group people, but like any catch-all designation they can fall well short of accuracy.
Nathan Wawruck is Director of Permanent Placements at Robert Half, who produced the above report on generational differences and synergies.
“I think age is a very convenient way to group people, but we have to look at all sorts of other factors, like how financially secure are they? How far away do they live from the office?” he says. “I think it’s interesting to get more granular beyond just the age.”
Wawruck’s job is to match companies and workers — mostly in tech — based on needs. As a result, he has a front row seat to the granularity that inevitably comes from individual lives and experiences. Those lives can be a bigger influence on expectations and needs than age.
There might be a Boomer who looks after their grandchildren and has more in common with the Millennial colleague raising a child. That can change priorities around working from home or salaries.
All of those experiences and expectations can form a workplace and shift a culture, bringing a range of knowledge and problem solving to a situation.
Just don’t chalk it up to age alone.
“Unfortunately, it’s not that simple,” says Wawruck. “‘Oh, you’re born between this year and this year? Now, I know you and I know everything about you and I can categorize you easily.’ I wish it was that easy.”
