CoverStory
Blending generations
Words Neil Johnson Illustrations Michał Bednarski
With Gen Z joining the workforce, and people working longer, many workplaces have a wider variety of generations in their staff than ever. With their different characteristics and priorities, how do we make it work?
Today’s workplace is multigenerational, consisting of Boomers, Gen X, Millennials and Gen Z. The different characteristics and motivations, experiences and sociopolitical contexts that define each generation make for a rich and heady brew, one that both employers and employees would do well to wrap their heads around to leverage broad skillsets and qualities, harness unique perspectives and smooth the path for intergenerational cooperation.
First, a caveat
Generation and age analysis can often lead to stereotyping and sweeping assumptions, neither of which are, unsurprisingly, popular with people. They can appear judgemental at worst and lazy at best. Nevertheless, there is value in understanding the generations, particularly given the pace of innovation and societal change over the decades.
“The foundation of every business relationship has to be mutual respect, and it’s no different when working through intergenerational challenges. Intergenerational diversity can be hugely beneficial to creativity, innovation, knowledge sharing and business progress,” says Candy Eaton Gaul, global leader for diversity and inclusion at RSM International.
“Different generations working to a shared vision is the correct aim for organisations. However, there is a danger in focusing their pursuit too greatly on the differences between generations. Individuals are ultimately defined by more than their generation.”
Intergenerational diversity can be hugely beneficial to creativity, innovation, knowledge sharing and business progress.
The generations: a brief explainer
Boomers: Born 1946-1964, currently 60-78 years old
· Boomers grew up pre-internet, valuing “traditional” interpersonal skills, while also gladly embracing new technology, though more for enabling productivity as opposed to connectivity.
· Boomers are the last generation in which the “9-5 job-for-life” rang true, and with it home ownership, 2.5 children and few retirement worries. They therefore tend to equate work to self-worth and long-term financial security.
· They paved the way for the workaholic; they can be goal-orientated while working well with minimal feedback; they like getting things done, but being recognised and rewarded for it, especially with clear paths to promotion and strong traditional benefits packages.
Gen X: Born 1965-1980, currently 44-59 years old
· Gen X kicked off the reach for better work-life balance after seeing their parents’ workaholism. They therefore favour flexible work modes, value home/family time, and have a healthy scepticism towards overworking.
· Growing up with a lot of independence, Gen X work well on their own with minimal supervision.
· Gen X embrace technology, but can struggle with the ‘always-on’ culture of the last few decades.
Image: Michał Bednarski
Millennials: Born 1981-1996, currently 28-43 years old
· Millennials are the first generation to truly grow up with not only the internet, but social media too.
· They’ve been described as the most confident, assertive and entitled generation, but also the most miserable and anxious.
· They’ve been characterised as job hoppers in search of better pay and benefits.
· Like Gen X, Millennials like flexibility, mentorship and professional development opportunities.
Gen Z: Born 1997-2012, currently 12-27 years old
· Even more so than Millennials, technology, innovation and connectivity are a native tongue. They welcome AI more than fear it.
· Fulfilling work with a sense of purpose is very important for Gen Z. They also look for employers with genuine corporate social responsibility programmes.
· Perhaps the most diverse generation, diversity, equity and inclusion matters.
· Growing up post-global financial crisis and amid Covid-19, they’re still motivated by pay and traditional financial incentives, such as bonuses.
What might prevent a cohesive intergenerational environment?
“On the one hand, employers who have an awareness of the differing needs and desires of their intergenerational workforce, and who build this knowledge into their strategies and company culture, will stand in good stead to attract and retain professionals from different age groups,” says Lorraine Twist, director at Hays, specialising in accountancy and finance. “On the other hand, a lack of awareness around the nuances of each generation, and how to cater to the individual needs of each employee, will hold back an organisation.”
For example, Gen Z could be seen as disrupting the workplace more than Gen X or Millennials, yet they bring an opportunity for organisations to move with the times and evolve. “Employers who view Gen Z from the latter angle are more likely to find effective ways to accommodate, retain and reap the rewards of this emerging talent pool,” says Twist.
What can they learn from one another?
For Twist, professionals from different generations can learn a great deal from one another, including open-mindedness, adaptability and emotional intelligence. “The newer skills, potential and willingness to learn that younger generations possess can complement the more traditional skills and experience of their older colleagues,” she says.
For example, Gaul believes Gen Z’s intrinsic belief that there is endless scope for innovation, if harnessed by previous generations, can be used collaboratively within a business environment to generate great value for both employee and client/customer.
Partly due to this innovation and digital nativism, the younger generations, especially Gen Z, are more likely to challenge the status quo, says Twist. “By bringing old ways of working under the microscope, organisations are more open to considering better alternatives, leading to increased creativity, innovation and positive change.”
Additionally, mutual learning opportunities come from generations having dealt with different forms of adversity. “Understanding the coping mechanisms and resilience developed by different generations can stand to benefit a business when strategising crisis response roadmaps,” says Gaul.
Playing well together
To do this, it's important that valuable information – e.g. knowledge and experience – flows easily and doesn’t remain siloed. Finance director at Yutree Insurance, Becky Glover FMAAT, believes generations need to learn from one another instead of through a traditional hierarchy. “Learning has to go both ways; it’s super important that it’s not just one generation learning from another and so on – it needs to be more fluid than that,” she says.
Indeed, Gaul points out how work environments often, unconsciously, establish hierarchies that bring greater distance between generations, but which can be resolved via two-way mentorship, as evidenced by the rise of “reverse mentorship”, where a junior mentors a more senior colleague.
“It’s natural and flexible, and ultimately strengthens the relationship between different generations, which is often also people from different seniority levels, so it can be mutually beneficial to have those relationships,” she says.
Focus on shared objectives and harness the differences
Everyone’s heading in the same direction (e.g. a business objective), some might just prefer to get there differently. The different approaches and styles that generations take towards communication exemplifies this, says Gaul. “To progress a project, one generation may prefer to communicate through in-person meetings, other generations may lean towards written project plans, some may even prefer virtual meetings or shorter-form communications through instant messaging. Tension can surface when these communications styles clash.”
An inclusive and collaborative culture needs establishing to combat such tension. “Therefore, developing environments that are ‘psychologically safe’, where there is a shared expectation that challenging norms, sharing ideas or providing feedback will not be punished or ridiculed, naturally benefits and empowers different generations at work,” says Gaul.
>A FEW DOs
- Understand generational differences, histories and contexts
- Utilise two-way mentorship
- Encourage collaboration, mutual respect, open dialogue and inclusivity
- Communicate clearly and keep channels open
- Treat people as individuals
>A FEW DON'Ts
· Rely on stereotypes
· Focus on differences
· Forget shared objectives
· Silo people by age group
Sharpen your tax skills
20 November and 6 December
Stay current with essential tax updates, covering everything from the latest Budget updates to practical tips for working with sole traders and small businesses. With expert advice on topics like CGT, MTD and corporate tax, you’ll leave confident and ready to provide effective tax advice.
