In today’s workplaces, diversity isn’t just about background—it spans generations, each with unique values, skills, and expectations. Understanding these differences is crucial for fostering a positive and efficient work environment, from understanding common work habits to the unique preferences of employees across generations. This knowledge empowers human resources executives to tailor recruitment, personnel management, and retention strategies effectively.

The 6 generations in the workplace

For the first time in history, today's workplaces span six distinct generations.1 From the traditionalists (aka the Silent Generation) to the emerging generation Alpha. This diverse demographic landscape reflects societal changes where individuals are choosing to remain active in their careers longer than ever before. Improved health and longevity, coupled with evolving perspectives on retirement, contribute to this trend. 

This multi-generational workforce not only enriches organisations with a wealth of experiences and viewpoints but also challenges traditional management practices to accommodate varying needs and expectations. Embracing this diversity fosters inclusive environments that capitalise on the unique strengths of each generation, promoting innovation and resilience in today's dynamic business environment.

Navigating Generational Expectations in Skills

Building robust organisations involves a nuanced understanding of generational diversity. 

It is essential to consider how different candidates will adapt or acquire new skills. As such, our latest research, Skillfully-Aligned: Closing the gap for a future-proofed workforce, observes different expectations amongst each generation that talent leaders should cater to during the hiring process and when considering upskilling for development. How employees acquire skills, and learn and grow, is not one size fits all. 

From flight risk Gen Z (73% intend to change jobs over the next 12 months¹) to skill-hungry Millennials (96% believe in the need to improve their skills¹) and the more fixed Boomer mindset (1 in 3 believe they do not need to develop their skills¹)- each group has their own challenges and opportunities.2

1. Traditionalists (Silent Generation)

Born between 1928 and 1945, Traditionalists are a small yet highly influential segment of the workforce. They bring extensive experience and a steadfast work ethic, placing high value on loyalty and stability in their careers. Traditionalists typically thrive in structured, formal work environments where rules and procedures are clear and respected. 

Beyond their work ethic, they are also known for their wisdom and willingness to impart knowledge gained over decades of professional experience. While many members of the Silent Generation have largely retired, those who remain can offer invaluable mentorship to younger generations.3 

2. Baby Boomers

Between 1946 and 1964, Baby Boomers form a substantial segment of the workforce renowned for their dedication, hierarchical outlook, and propensity for calculated risks. As many are nearing retirement, they increasingly seek flexible work arrangements. 

Regarding skills development, Baby Boomers often show resistance, prioritising stability over change. However, they recognise the importance of technical skills and may benefit from tailored training programs.4

3. Generation X

Born between 1965 and 1980, Generation X values independence and work-life balance. They thrive in flexible environments, prioritise efficiency, and often challenge established norms to drive innovation. They prefer autonomy in their roles. 

Competence and autonomy are paramount to Generation X. While they may show less enthusiasm to pursue adaptability training, they excel in influencing others, cultivating relationships, and fostering creativity.5

4. Generation Y (Millennials)

Also known as Millennials, born between 1981 and 1996, they represent the largest segment of today's workforce. Millennials are tech-savvy, results-oriented, and seek meaningful work. They value mentorship, feedback, and opportunities for skill development.

Millennials are proactive in recognising their skill gaps, especially in areas like IT/digital literacy and soft skills. They advocate for employer-led upskilling programs to equip them for evolving job demands.6

5. Generation Z

Born between 1997 and 2015, Generation Z is entering the workforce with characteristics of adaptability, entrepreneurship, and a strong emphasis on job security and diversity. They expect transparency and value workplaces that support their growth and development. 

Gen Z is notably inclined to change jobs frequently when opportunities for skill development and career advancement are lacking. They place a high value on continuous learning and expect employers to actively invest in enhancing their skills.7

6. Generation Alpha (Emerging)

Born after 2015, Generation Alpha represents the future workforce. Despite their youth, they already display a strong affinity for technology and a keen interest in enhancing customer experiences. As they grow, their entry into the workforce is expected to highlight their proficiency in technology and their innovative mindset.

Generation Alpha is starting to exert influence on future workforce dynamics, emphasising the importance of technology integration and customer-centric approaches that will redefine workplace expectations.8

Talking ‘bout all generations

So why should employers personalise skill-development? 

By personalising skill development to accommodate these generational nuances, employers can maximise team potential and create inclusive environments that foster innovation and sustainable growth. 

Each generation brings unique strengths and perspectives to the table. Baby Boomers, known for their dedication and hierarchical mindset, can contribute valuable leadership and stability to teams. Generation X, with their independence and innovation-driven approach, often excel in flexible environments where they can challenge norms and drive creative solutions. Millennials, tech-savvy and results-oriented, thrive in environments that offer mentorship and opportunities for skill enhancement, bringing fresh perspectives and a strong drive for meaningful work. Generation Z, adaptable and entrepreneurial, values transparency and growth opportunities, pushing for continuous learning and development.

By understanding and leveraging these strengths, organisations can optimise team cohesion and enhance the employee experience, ensuring that each generation feels valued and empowered to contribute effectively to the organisation's success.

Sources:

1 Harvard Business Review 2024

2-8 Indeed x YouGov, Skillfully Aligned, April 2024