The 2024 Workplace

Today’s workplace is heading for a relationship ‘reset’. Four years on from the start of the pandemic, the relationship employees want to have with their workplace has changed for this generation. Typically, today’s workplace has up to five different age groups working within it, covering the age span 16-75: the Traditionalists, the Baby Boomers, Generation X, Millennials and Generation Z. All of these generations have their own value set and perspective on what work means to them, what they intend to put into the workplace and perhaps most importantly, what they want to get out of it. These differences are not always aligned. Added to this, there are a number of global workforce trends that are impacting our relationship with our workplace. These trends include the impact of AI; the permanence of flexible working - whether in the shape of a 4 day week or some other hybrid working model; wellbeing in the workplace and the value set that each generation brings to work.

?

Generational differences in value sets can overlap, but also highlight some stark contrasts. For example, the Baby Boomers (aged 60-69) value loyalty and hard work above all else. If we compare this to Gen X (age 44-59)? who value their work/life balance and independence; (the Millenials (aged 28-43) who focus much more on the purpose of work and collaborating with others and then Gen Z (aged 16-27) who are more interested in their own growth & development, in diversity and social responsibility, we can see the potential for conflict in this melting pot as well as the richness and diversity of views. This can create challenges for leaders trying to manage a mix of age groups and trying to appeal to all employees through the employee experience they offer.

?

Add to this the post Covid obsession with the split between time in the office and time working remotely where the predominance of such hybrid working has blurred the lines between personal and work life. Employee interest in remote working remains high, according to the World Economic Forum, at 46%. However, the number of fully remote job postings on LinkedIn peaked at 25% in April 2022 and by December 2023 had dropped to 8% - indicating the tension between what employees want and what employers are prepared to offer. Employers who have tried to force their employees back to the workplace for several days a week have not completely succeeded. Take the Civil Service, who would now like to be paid the same amount for a 4 day week and would also like more than 30 days holiday a year. Look at Disney and Apple, amongst others, who ‘ordered’ their employees back to the office 4 days a week and immediately faced a backlash. In the 2024 workplace, ‘ordering’ employees to do anything is not the way to go! Again, leaders are challenged to be collaborative in their style and encouraging in their approach if they want employees to cooperate with them. As an aside, the most successful return to the workplace seems to be at about 3 days per week with the remaining 2 days at home. This seems to provide the balance of being seen in the office, interacting with colleagues, and still having quiet time alone.

?

The rise of AI (and the ability of those who know how to use it) will change the nature of work and jobs still further with the Future of Jobs report stating that 23% of jobs are expected to change in the next five years. Whilst AI helps people become more interconnected and supports the remote working opportunities, these changes add uncertainty to the mix and for a number of employees, a level of unwelcome stress. The sense of community that was felt during the pandemic has all but disappeared amidst wider global concerns around conflict. An ever present news cycle keeps conflict front of mind and provides information on its destructive nature. How global leaders communicate on divisive topics shows a model of ‘attack’ which isn’t helpful for the workplace: consider the ‘cut and thrust’ approach of politics whether that be in the House of Commons or in US politics. A sense of constant worldwide economic difficulties, whether food shortages or cost of living increases,? and a negative news environment all adds to employee anxiety and stress. Indeed the 2023 Ipsos happiness survey of Western countries shows that global happiness is declining by 13%.

?

So what do generational differences, the post Covid workplace and an uncertain world have to do with the workplace today? In the work that I do with organisations in the areas of leadership development, coaching and workplace mediation, there is a direct link between these areas and how people behave at work. It seems to me that there is a high level of misunderstanding between employees. This is partly down to the prevalence of remote working, where virtual meetings, whilst helpful, cannot fully replace the face to face contact and interaction that sparks creativity and collaborative working. Email and messaging systems cannot replace speaking directly to somebody at the water cooler, or passing in the corridor - particularly if the content of that message has the potential to be inflammatory. Virtual meetings, where someone is on a screen directly in front of you can feel very confrontational to some. Add to this that you have a limited view of the person you are meeting with which does not help with open and transparent communication. It seems to me that in today’s workplace, people take offence more easily. Whether it is someone not saying ‘hello’ each morning, someone declining a teams meeting for no apparent reason, or something more substantial, there is often an undercurrent of mistrust and negativity which very quickly leads to conflict if not managed properly. Managers seem afraid to have a ‘difficult’ conversation for fear of a backlash against them or fear of making the situation worse. Stress and anxiety in the workplace are mentioned more regularly than ever before with Gallup’s recent poll stating that global worker stress remains at an all time high.

?

In addition, team dynamics are shifting. Teams have forgotten how to work together IRL (in real life). Running a team meeting via a virtual platform can feel overly structured and stilted. Of course, it has its place but is not a replacement for all face to face interaction. A lot of the leadership development work I have been doing is bringing teams back together in person to remind them how to work effectively. It is teaching them the skills of collaboration. Team cohesion is particularly difficult to maintain if the team is rarely in the office together. Ironically, it seems the more an isolated and disconnected world accessed via technology is on offer, the more people actually crave human interaction.

?

It is also important to consider the impact of a changed working model on the youngest generations in the workplace. In many ways, they don’t yet realise what they are missing by favouring working remotely and seemingly reluctant to spend too many days in the office. This is the generation that historically picks up informal mentors by interacting with them in meetings; who receives on the spot coaching walking to and from a meeting with their seniors. These activities are harder to replicate remotely. Anecdotally, many younger people are not set up with the working space and facilities that older generations have in their home environments. I am reminded of the story I heard during lockdown of the young associate in one law firm who was using an ironing board as a desk, set up at the end of their bed as they literally had no other space to work in.

?

So, what can employers do to move forward positively? I suggest that a clear and comprehensive hybrid working strategy for the long term is imperative. It is important to be a courageous leader and articulate what you are expecting of your employees in terms of where and when they work - and what you will give them in return. Trust in leadership remains low and so clarity and focus of communication for leaders is important. This may be giving real thought to what employee wellbeing means for you and your organisation. (Incidentally, Gen Alpha, who are fast approaching working age, are absolutely passionate about mental health and they will embrace AI advances as they are the first truly digital generation - so it may be that they will help lead the way through this). The next generation will expect you to have sorted out what hybrid working looks like and what your employee offering is. Moving forward, teamwork and collaboration skills will be vital to success.

?

There is room for hope: employees have shown they can develop new skillsets and are hungry to learn if opportunities are presented to them. People are naturally inquisitive and with the right support, want to develop. When teams come together, they value the interaction and are reminded of the joy of human connection. Technology can be a force for good - promoting inclusivity in the workplace through such things as voice activated tech, mental health apps and online learning, for example. And leaders can learn emotional intelligence and role model effective conflict resolution so that the workplace is a calm and welcoming space for all.

Melanie Carlebach

Managing Consultant at The HR Solution

Executive Coaching, Workplace Mediation & Leadership Development. Former colleague and Friend.