We are now in an era where up to five generations are working together. While there is some variation in the precise division between generations, the breakdown is generally accepted as groupings with the following birth years, sometimes referred to as “birth cohorts.” Cohorts based on birth years, where individuals are exposed to trends and influenced by events at roughly the same life stage, offer academics a framework for understanding how the context of times in which people have lived impacts how and why they think and behave in certain ways.
Typically the name of each generation offers some insight into how each is framed. For example “Baby Boomers,” often shortened to just “Boomers” these days, is a reference to the spike in birth rates (the baby boom) following World War II. Yet recently — and increasingly — access to technology has had a substantial impact on the differences between generations. And nowhere are these differences more pronounced and perhaps in conflict than in the workplace, especially as remote vs. in-office, communication, and collaboration preferences differ.
Where we work
During the pandemic, some workers took the opportunity to become digital nomads — continuing to be productive at their corporate jobs while taking advantage of the cost benefits of relocating to exotic locations with lower costs of living.
Even for workers who did not move far away from their workplaces, discussions regarding the pros and cons of remote vs. in-person work continue, but with preferences that might surprise some. In its most recent Job Market Report, Joblist found that nearly half of Millennials would like a fully remote job, nearly twice that of Gen Z members who expressed a preference for in-person jobs (57%).
Life stage as well as recent events likely contribute to these preferences. Millennials are now joining Gen X in the life stage referred to as the “sandwich generation.” According to Pew Research, about one quarter of adults, usually in their 40s, makes up the generation sandwiched between caring for aging parents and taking care of their own families. Remote and hybrid work offers the flexibility that this generation requires in order to tend to the various areas of their busy lives.
Gen Zers, the earliest of whom are now entering the workforce, are less likely to have such responsibilities. Moreover, many will have spent some of their formative high school and college years learning remotely. Having missed major social milestones, in addition to losing critical “third spaces” as the world becomes increasingly digital, young people are craving connection through in-person interactions. Many early in their careers also seek the mentorship and networking benefits that come more serendipitously when working in person.
With in-person and remote work each presenting benefits and challenges, the logical and increasingly popular solution centers around offering flexible, hybrid work arrangements. And employees agree. In their most recent Future of Work study, Accenture reported that 83% of global workers saw a hybrid model (sometimes working remotely and sometimes onsite) as ideal.
Offering these flexible work arrangements has important ROI implications related to employee morale and retention. Accenture found that “workers who do not feel they can be productive, healthy, or happy in any work location are 7.7x more likely to want to leave their organizations. In contrast, workers enabled to perform their work anywhere are 2.3x more likely to stay with their company, even in high-turnover industries.”
How we work
Beyond discussions on work locations is the larger conversation on work itself and how accepted norms may no longer be relevant today across all generations.
Earlier this year, New York City’s largest public employee union launched a pilot for a four-day workweek for employees who cannot work remotely. Pre pandemic, many of us were used to workdays that extended beyond the 9-to-5 we were physically in an office. Post pandemic, we see memes — usually produced by younger workers and posted on social media apps such as TikTok — showcasing back-to-back video conferences while seated alone in an empty office (#officeculture). What’s clear is that work is no longer created from a single mold. With burnout on the rise and business expectations higher than ever, employers must match the energy levels and productivity of employees to extract the highest value for the company.
Offering flexible work arrangements also aligns with a culture of trusting and giving autonomy to the talents of the workforce. McKinsey research backs this up: that job seekers highly value having autonomy over where and when they work. While better pay or hours and better career opportunities were the top two reasons employees look for a new job, the third most important reason is flexible work arrangements. And in a Washington Post article, Julie Lee, Director of Technology and Mental Health at Harvard Alumni for Mental Health, affirms that Gen Z wants to “do meaningful work with a sense of autonomy and flexibility and work-life balance and work with people who work collaboratively.”
It’s worth noting that this sentiment of working wherever and whenever is most likely second nature to younger generations who have grown up with the flexibility and convenience of having a computer right in their back pockets. Expectations are high for having fluid, cross-device experiences that support the completion of work, including on-the-go and with a high level of collaboration. At the same time, patience is low for obstacles and lag time for a population used to self-service and the gratification of immediate access.
Why we work
The most literal answer to the question “Why do we work?” is to earn a paycheck to support elements of our lifestyle and meet basic human needs. However, employees now hold a more expansive view of their relationship with work, including its impact on mental health and general well-being, and take proactive actions to ensure employment is aligned with these needs and aspirations.
Beyond simply enabling productivity for employees, employers must understand and align with employee expectations, including on topics of transparency and openness to feedback and change. Whereas things may have lurked in the shadows in the past or existed uncontested, social media has opened up dialogue on diversity and inclusion — as well as the sometimes unsavory elements of corporate life — and has generally given everyone access to the experiences of others beyond our immediate networks.
This has been most noted about younger generations within the workplace. In a podcast about generational stereotypes in the workplace, McKinsey talent leader Bill Schaninger comments, “Because Gen Z verbalizes everything, you don’t need an early-warning radar system. They tell you what they want and don’t want.” And this extends beyond individual needs; younger generations are also empowered to demand change for future generations. For example, half of Gen Z and 46% of Millennials are pressuring businesses to act on climate change, according to a Deloitte study.
Conclusion
While it’s expected that generational differences in priorities, communication styles, and points of view will likely result in friction within multi-generational working environments, the key will be to work past the challenges toward solutions that make sense — collectively and individually — to empower each employee to operate to the best of their abilities and in support of business growth. Whether that’s leveraging the expertise and historical knowledge of longtime employees or tapping into the energy, enthusiasm, and fresh ideas from younger employees, there are many things to be gained and compounded through working together and being open to the diversity that exists within today’s workforce. And it’s up to employers to ensure they are providing the means and opportunities to support this unity and encourage collaboration toward reaching shared goals.
Additional resources
Report: Realize the Value of Anywhere Workspace
