Dealing with workplace generational differences

By Ts Elman Mustafa El Bakri

Gen Z brings a unique set of workplace preferences and values compared to previous generations. A February 2024 article by Zurich Insurance highlights some key differences in attitudes towards technology and remote work. According to the article, 70% of Gen Zers would leave their current role for better technology, compared to 52% of Gen Xers and 37% of Baby Boomers. Additionally, 70% of Gen Z say they will look for another job if their employer requires them to be in the office full-time. This generation prefers having the autonomy to choose where they work rather than having their employer mandate office attendance.

Further insights into Gen Z’s workplace preferences and values are provided by a Deloitte Consulting report. The report reveals that Gen Z values salary less than other generations, with many equally split between choosing a better-paying but boring job and a more interesting job that pays less. Diversity is another crucial aspect for Gen Z, who look beyond race and gender to seek companies that represent a broad spectrum of differences. They also want employers to demonstrate a commitment to societal issues such as sustainability, climate change, and hunger. However, social connections at work seem less significant for Gen Z, with over a fifth (21%) reporting having no friends at work, in contrast to Baby Boomers, who are nearly twice as likely to make most of their friends in the workplace.

While these generational differences are significant, it’s important to approach them with perspective and context. Each generation tends to face criticism and stereotypes as they enter the workforce, often based on societal trends, technological advancements, and economic conditions. While there may be some common characteristics among generations, it’s essential to recognize the individuality of each person and not generalize based on age alone. People’s behaviours and attitudes in the workplace are influenced by various factors beyond generational labels.

Identifying and leveraging the differences between generations can indeed be a valuable strategy for fostering a more inclusive and productive workplace environment. Organizations facing intergenerational differences in their teams should consider several approaches. First, it’s crucial to understand diversity in a broader sense, recognizing that generational diversity is just one aspect of a multifaceted workplace. Embracing and celebrating differences in backgrounds, experiences, perspectives, skills, and working styles among employees of all generations can create a richer and more dynamic work environment.

Implementing mentorship and reverse mentorship programs can also be highly beneficial. In traditional mentorship programs, employees from different generations can learn from each other, while reverse mentorship, where younger employees mentor older ones on topics like technology or social trends, can offer fresh insights and foster mutual respect. Additionally, offering flexible work arrangements can address varying preferences for work-life balance, remote work, or flexible schedules, accommodating the diverse needs and preferences of different generations.

Providing opportunities for continuous learning and skills development tailored to the needs and interests of employees across generations is another key strategy. This approach helps bridge knowledge gaps and ensures that all employees feel valued and equipped to succeed. Finally, organizing team-building activities and collaborative projects that bring employees from different generations together to work towards common goals can help break down barriers and foster a sense of camaraderie among colleagues.

As workplace dynamics continue to evolve, it’s crucial for both employers and employees to actively engage in understanding and bridging generational gaps. Take the time to learn about the unique perspectives and strengths of your colleagues from different generations. Managers should implement strategies discussed in this article, such as mentorship programs and flexible work arrangements, to create a more inclusive environment. By embracing generational diversity, we can build stronger, more innovative teams that drive success in today’s rapidly changing business landscape.

^{The author is CEO and Founder of HESA Healthcare Recruitment Agency, and the Industrial Advisory Panel for the Department of Biomedical Engineering, Universiti Malaya. He may be reached at elman.asia@gmail.com}