Rethinking Generational Approaches in the Workplace

This article was written by Clarisse Lievre, my colleague and Global Talent Director at Thomas Thor. She shared it internally and I thought it was so well written it deserved a wider audience:

Keen to support my colleagues in managing multigenerational teams, I started collecting insights and training material on how to effectively approach, recruit, and integrate diverse generations of professionals into the workplace. It is a task that has become increasingly relevant as the dynamics of the workforce continue to evolve. Particularly, the emergence of Millennials and Generation Z has left many seasoned professionals scratching their heads, grappling with the profound differences in motivations and drivers exhibited by these younger cohorts compared to previous generations.

In today's workplace, discussions about generations often lead to a maze of assumptions, stereotypes, and generalizations. We attempt to categorize individuals based on their birth years, attributing behaviors, and values to entire cohorts without considering the variety of experiences and influences that shape each person.

Take, for instance, the Baby Boomers, Generation X, Millennials, and Generation Z. We associate them with varying degrees of access to technology, attitudes towards work-life balance, and responses to societal events. But this approach oversimplifies the complexity of human behavior and diminishes the individuality of each person.

?Baby boomers, born between 1945 and 1964, were shaped by post-World War II reconstruction efforts and cultural revolutions of the 1960s.

?Generation X, comprising individuals born between 1965 and 1981, experienced economic instabilities, changing family dynamics, and the rise of technology.

?Millennials, often referred to as digital natives, encompass those born between 1982 and 1994. They were the first generation to fully embrace the internet and social media, witnessing globalization and rapid technological advancements.

?Generation Z, the youngest cohort, with the oldest born in 1995 and the youngest in 2010, grew up in a digital and hyperconnected world, where technology and social media are integral parts of daily life.

The more I immersed myself in my research, the more struck I was by the tendency to judge and label the younger generations as lazy and self-absorbed, painting a narrow and often inaccurate picture of the individuals who comprise these generations. As much as baby boomers and Generation X are criticized for being too hierarchical, stuck in their ways, and lacking in technological proficiency.

What if our approach to generations at work was wrong?

There is an abundance of training materials available on how to manage Gen Z in the workplace, suggesting a one-size-fits-all approach to handling our newest cohort of workers. However, instead of focusing only on generational differences, consider attending training sessions that emphasize cultural awareness and strategies for fostering an inclusive environment where everyone feels valued and integrated into the workplace community.

Imagine if we approached other aspects of diversity—such as culture, nationality, or ethnicity—in the same reductionist manner. We would rightfully be criticized for being reductive, simplistic, or even racist.

Rather than resorting to clichés and stereotypes, let's adopt a more nuanced and inclusive approach to understanding generational differences in the workplace. Let's engage in meaningful conversations that explore the diverse perspectives, experiences, and motivations that individuals bring to the table.

Instead of assuming why someone behaves in a certain way based on their generation, let's cultivate curiosity. We should seek to understand the unique blend of factors—personal, societal, and cultural—that shape their attitudes and behaviors. And recognize that individuals are not solely defined by the era in which they were born but by the multitude of influences that intersect in their lives.

By incorporating diversity and inclusion in our approach to generations at work, we can create environments where every individual feels valued, understood, and empowered to contribute their unique talents and perspectives. I came across a profound insight expressed in a 2013 Time Magazine article: "But a generation’s greatness isn’t determined by data; it’s determined by how they react to the challenges that befall them."

This statement underscores the importance of examining not just the characteristics of a generation but also their responses to the unique challenges and opportunities of their time.

The latest working generations have been sensitized to critical issues like climate change and global warming, possibly witnessing their elders experiencing burnout. If they appear self-centred and prioritize work-life balance, could this not be seen as a response to a work system that has, at times, contributed to environmental degradation and human exhaustion?