Much has been said about the challenges and opportunities having four generations (boomers, Gen X, millennials, and Gen Z) in the workplace, but while generational workplace dynamics may seem new, but they’re rooted in cycles of change and adaptation that have played out through history.
Take “quiet quitting” for example, the TikTok-driven trend in which young workers admit to doing the bare minimum for their jobs.
A few decades ago, as Gen X was entering the workforce, they were often depicted as cynical, skeptical, or disaffected—not unlike the quiet quitters of the 2020s—and the dominant media narrative suggested that they were disengaging at work to an unhealthy extent, writes Fast Company’s Christopher Zara.
“The work ethic, at least as grandpa knew it, is fading rapidly,” noted the Chicago Daily News in 1972. “Younger persons, particularly those in blue-collar jobs, no longer dutifully worship the god of work and its major icon—the paycheck. They want something more—and regardless of how things turn out, the workplace won’t be the same.”
Now that’s something all generations can agree on.
In today’s workforce, diversity goes beyond race, gender, and backgrounds to encompass generational variety, from Baby Boomers and Gen X to millennials and Gen Z. Each generation brings distinct experiences, communication styles, and workplace expectations shaped by the economic and cultural climates they came of age in. Understanding these generational differences is essential not just for improved workplace communication but for bridging ambitions, aligning values, and cultivating a culture of respect and growth across age groups.
Across generations, people share a common drive to succeed, even if their approaches differ. For example, according to Fast Company writer Ellen C. Taaffe, younger women are more likely to expect to get what they want, whereas boomer women, who were often among the first to break through in their fields, grasped the opportunities they could get and took them with gratitude. Learning from one another can transform multigenerational workplaces into rich environments of shared wisdom and innovation.
The following is a comprehensive guide to explain the core values, communication styles, and motivations that shape today’s multigenerational workforce—especially the newest members—and offers strategies for navigating and thriving within it.
Defining Generational Values and Priorities
Job search site Indeed surveyed over 1,000 full-time employees to get their take on how they’d describe each generation. The survey found that we tend to view ourselves differently than people in other age groups view us. Below is a quick explanation of each of the four generations most prominent in the workplace, alongside key insights from the survey.
Baby Boomers
From the Indeed survey, roughly a third of Baby Boomers (born between 1946 and 1964) described themselves as responsible, cooperative, and dedicated. Meanwhile, Gen Z, millennials, and Gen X agree that boomers are responsible. Millennials go as far as to add dedicated into the mix.
“Perhaps there’s hope that the generational tension between boomers and millennials isn’t as bad as it seems,” observed Fast Company writer Shalene Gupta.
Gen X
Generation X (born between 1965 and 1980) sits as the “middle child,” and like the stereotypical family dynamic, are hyper independent.
Currently, more than half of Fortune 500 CEOs are part of Gen X, as are many of the movers and shakers in the tech world. They include Jeff Bezos, Elon Musk, Satya Nadella, Larry Page, and Sergey Brin, which stands to reason since they all came of age during the personal computer revolution.
Millennials
Millennials (born between 1981 and 1996) are the generation moving into management and leadership roles. They look for unique work experiences, trustworthy managers, convenience, and jobs that provide purpose-driven work, according to Mook.
in surveys, millennials described themselves as hardworking. In fact, every generation described millennials this way, except for baby boomers, who went with the aforementioned responsible and cooperative.
Gen Z
Finally, we have Gen Z (born between 1997 and 2012), the most entrepreneurial and socially conscious generation, according to research. They are the first generation to prioritize mental health and wellness, they vote in droves when it comes to sustainability and climate change, and will be the first generation to write their college applications or cover letters with advanced technology like generative AI, writes Fast Company writer Amelia Dunhop.
The Indeed survey reveals that over a third of Gen-Zers described themselves as hardworking. Millennials agree, but they are the only generation to do so. Boomers and Gen X prefer to stick with the responsible label. Overall, Gen Z was more likely to be described as lazy or selfish by other generations, except for boomers, who were more likely to describe millennials that way.
Communication
The modern workforce includes baby boomers, Gen X, millennials, and Gen Zers. And it can sometimes feel as if each group is speaking a different language. While workplaces used to rely on formal office jargon, today, casual chat is just as common, says Fast Company writer Avery Morgan.
Being able to communicate with a wide range of generations effectively is a vital part of fostering a long, successful career. And it is especially important to know how to communicate with younger generations; millennials comprise around 38.6% of the workforce and, by 2030, Gen Z will constitute about 30% of the workforce.
Keep in mind a few core communication values typical of Millenials and Gen Z in the workplace.
Transparency and Honesty
Honesty is the best policy when it comes to both millennials and Gen Z. A recent study found that open and transparent leadership is one of the top three qualities that both generations look for in an employer.
However, older millennials in particular can be slow to trust—likely owing to the fact they entered the workforce during the 2008 financial crisis, when dishonesty in the banking sector dominated the news cycle.
As a result, don’t expect older millennials to “just take your word for it,” says Morgan. You need to come prepared to the conversation with facts, data, and proof that helps them to feel confident you’re being truthful.
Meaningful Conversation
Millennials don’t mind conversation—as long as it’s in-depth and purposeful. So naturally, if there’s one thing this generation hates, it’s unnecessary meetings. Don’t block time off on their calendar if an email would suffice, advises Morgan.
When communicating with Gen Z, you should make sure to be present in the conversation—96% of Gen Z employees say it’s vital that they feel valued, included, and empowered at work. If you’re constantly checking your phone or going silent while you answer an email, younger employees will take it as a sign that you don’t truly value their input.
Communication Channels
When it isn’t practical or possible to communicate face-to-face, most millennials’ preferred workplace communication channel is email. Gen Zers, on the other hand, prefer to use instant messaging platforms such as Slack or Microsoft Teams.
Whatever you do, don’t pick up the phone and call them unexpectedly, warns Morgan, though chances are they won’t pick up anyway. One survey found that 60% of Gen Zers “dread” accepting a phone call. For Gen Z workers, the unpredictability of not knowing who is calling and for what reason raises their anxiety. So if calling is an absolute must, the least you can do is drop them a message warning them of when you will call and what you hope to discuss.
Out-of-Hours Communication
For millennials, receiving work calls and messages outside of their contracted hours feels like just part of the job—38% of millennials feel there’s never an inappropriate time for their manager to contact them, more than any other demographic. In fact, many millennials like the flexibility of working when they want to and integrating work into their lives, rather than setting a clear boundary between the two, says Morgan.
In contrast, she writes that Gen Z often get stereotyped as being difficult to work with in part because many Gen Z workers are simply unwilling to put their work above all else. One survey found that 7 out of 10 of Gen Z workers prioritize family and relationships over their career.
However, Gen Zers can be flexible when needed—37% say they would sacrifice hobbies and 34% would give up social time for a pay raise.
Formality and Language
Gen Zers prefer to keep communication casual and they won’t change who they are to suit the workplace. If you want to communicate with them effectively, you need to learn their language, Morgan advises. Study their slang, learn their acronyms, and brush up on your use of emojis, but remember that there’s a fine line between cool and cringe.
Millennials sit somewhere in between the casualness of Gen Z and the more proper generations before them. Most millennials are happy to follow the formal ways of the workplace, but they won’t put it ahead of efficiency. They’re used to accessing information quickly, so don’t be offended if your “best regards” at the end of an email isn’t reciprocated.
These insights can help you understand the nuances of various generations in your workplace. To prevent misunderstandings arising from generalization, encourage learning and asking about each team member’s preferred communication style and preferences.
Motivation
For employers and managers tasked with keeping millennial and Gen Z workers engaged, tailor your motivational approach by understanding their workplace expectations and ambitions. That could be the difference between a workforce that gives 110% and one suffering from chronic staff turnover.
Here are four key values to emphasize to keep Gen Z and millennials motivated in the workplace:
Work-Life Balance and Autonomy
Work-life balance has never been the best term to describe what all people want from their work and life—because more than balance, it’s really about “having it all.” People want fulfillment from work and life, and they want to be able to choose their best path for each, says Fast Company writer Tracy Brower.
This is especially true for younger workers. Where millennials desire a healthy dose of downtime, for Gen Z it’s a top priority, writes Fast Company writer Avery Morgan. In fact, 7 out of 10 Gen Zers prioritize family and relationship over their career. Excessive overtime, blocked vacation requests, and calls outside of working hours are almost certain to tank the morale of Gen Z employees. Millennials, however, tend to be more willing to go the extra mile if it improves their career prospects.
However, flexibility, when it comes to when and where they work, is a must for millennials and Gen Zers alike. For both of these generations, flexibility and working remotely aren’t benefits; they’re “nonnegotiables,” according to Morgan.
Learning and Development
Both millennials and Gen Z value learning and development that takes them a step closer to achieving their ambitions.
For Gen Zers, their primary motivation lies in bettering themselves. One report found that 80% of Gen Z workers would prefer a job that allows them to explore many new skills over one that requires them to focus on a single task. To keep Gen Zers stimulated, constantly challenge them to learn on the job with new responsibilities.
Similarly, professional recruitment consultancy Robert Walters found that 91% of millennials consider the potential for career progression when choosing a new job. Therefore, don’t expect millennials to hang around if these opportunities don’t present themselves.
However, how well millennial employees engage depends entirely on the approach. They like to take development at their own pace, so Morgan recommends facilitating short courses and bursts of micro-learning when motivating millennials.
Community and Teamwork
For the most part, research suggests that millennials just want to be left alone. A past study by the World Economic Forum found 42% of millennial workers would switch jobs if it allowed them to work independently on a project of their choosing.
Gen Zers, on the other hand, don’t want to endure the 9-to-5 grind on their own. They value community and are much more likely to join and thrive on a tight-knit team.
To help them settle in, Morgan suggests a “buddy system”—pairing Gen Z hires with senior staff that will show them the ropes. To keep them motivated, help them connect with colleagues, both professionally and socially. For example, you can schedule team-wide brainstorming sessions during the day and regular social events to keep Gen Z workers motivated.
Salary and Benefits
When it comes to incentives, millennial and Gen Z workers want what we all do: a competitive salary, decent health insurance, and plenty of vacation.
Millennials feel the burden of unmanageable student loan repayments—on average, millennials owe $35,000. Therefore, benefits that assist them in clearing their debt can sway their decision-making and motivate them to stick with an employer, says Morgan.
Gen Zers similarly find themselves burdened by large debt and low wages, but no amount of money will convince them to stick it out in a bad job. Another survey found that 37% of Gen Z workers would put job satisfaction ahead of security or salary.
Menopause
Menopause impacts 47 million women a year, resulting in $150 billion in lost productivity. Yet menopause continues to be shrouded in silence and shame, with few employers providing support to employees, writes Fast Company writer Shalene Gupta.
Nearly one in six millennials whose work has been impacted by menopause symptoms have switched to less-demanding careers, nearly 30% have avoided taking on new projects, and nearly 20% have not been able to do in-person work, according to a survey by Telehealth company Maven Clinic of 1,050 millennials and Gen Xers with perimenopause and menopausal symptoms.
Worse, not enough women are receiving the car they need: 60% of millennials and 35% of Gen Xers say they have not talked about their symptoms with a healthcare provider.
But employers can make a difference; about 30% of millennials say this is because they can’t take time away from work. More than three-quarters of millennials say that receiving menopause benefits would impact their desire to keep working for their current employer.
“Though millennials are relatively new to menopause, their problems are not,” said Dr. Neel Shah, chief medical officer of Maven Clinic. “They join Gen X in discovering how poorly equipped both the modern workplace and doctor’s office are to ease this life transition.”
Corporate Values
Gen Z employees want their employers to be a force for good in society and want to work for companies with values aligned with their own.
A recent report indicates that four in five would refuse to work for an organization that doesn’t share their values and several surveys reveal that more than half would quit. It’s also essential to this generation that companies be willing to speak out on the issues they care about and provide opportunities to learn and talk about them at work.
To engage this generation more effectively, Fast Company writer Cheryl Fields Tyler recommends making sure your company’s mission, purpose, and values are clearly stated and reflected within the company to build a strong, inclusive culture. Take clear, public stands on important societal issues that make sense for your business, aligning with your stated purpose and values. Create forums for open, respectful, and authentic discussions within the workplace.
Importance of DEI
Gen Z is the most ethnically and racially diverse generation that values working in diverse, inclusive workplaces. For them, DEI is not a fad or a program; it’s core to their most cherished values and generational identity, says Tyler.
With Gen Z slated to become 30% of the workforce by 2030, shifting demographics suggest it’s unlikely the current DEI backlash will ultimately prevail. For this generation, DEI extends beyond racial and ethnic diversity to include sexual and gender diversity across all levels of the organization. Gen Z wants to see leaders who look like them. If they don’t, they’ll go elsewhere.
To support these younger workers, ensure leaders at every level of the organization understand how to build diverse and inclusive teams characterized by psychological safety and hold them accountable.
“Embed the principles of inclusion into every facet of your culture,” Tyler writes. She recommends establishing strong policies and practices to ensure equity in pay and opportunity.
Leverage everyone’s strengths
Lindsey Pollak, a career and workplace expert with a focus on generational diversity, says employers should look at the multigenerational workplace not as a challenge, but as an opportunity.
“We’re a multigenerational world. We’re a multigenerational economy. So if you are only speaking to the needs or the communication style of one generation or two generations, you’re missing out on tremendous opportunity, and tremendous wisdom, and tremendous intelligence and ideas,” Pollak says.
But cultivating a multigenerational workplace is easier said than done, with different generations bringing their own strengths and weaknesses to the table. Fast Company writer Amelia Dunlop recommends harnessing these strengths by engaging in two-way mentorship. By providing the opportunity for both sides to learn and grow, senior members have the opportunity to provide skills, onboarding, guidance, and counsel to someone newer in the workforce, and in turn better understand and learn from the younger generations.
Below are two key strengths Gen Z brings to your workplace that can be harnessed to increase productivity and collaboration across generations.
Technology
Gen Z is the first truly digital native generation, so they are naturally savvy with tech that can be confusing or unfamiliar to older workers. As the rate of technological progress only accelerates, their ability to adopt new technologies at speed will be a critical asset, according to Fast Company contributors Wes Adams, Ken Banta, and Orlan Boston.
They give an example: at a leading New York law firm, the CFO has put his earlier-career team members into important roles in developing AI practices and policies.
“They know more than I do about this,” the CFO reflected.
Older generations can rely on Gen Z to help them adapt to technology such as AI. In turn, Gen Zers can look to their senior coworkers for advice. Especially fresh to their jobs and unaccustomed to working relationships, they may not know what they don’t know. For them to truly reach their potential, it will take intentional investment from senior leaders.
Assertiveness
Gen Z has gained a reputation for wanting more out of the workplace, including prioritizing mental health and not settling for substandard working conditions, says Fast Company writer Jude Cramer.
“Unlike prior generations that came into the workplace and accepted what was offered, Gen Z is coming in and making lots and lots of first-time-ever demands in terms of flexibility of work, in terms of vacation time, and in a lot of other ways,” explains Chuck Underwood, founder and principal of generational consulting firm The Generational Imperative, Inc.
Being assertive about what they want has earned Gen Zers labels like “spoiled” or “needy” from older generations, says DeAndre Brown, the self-proclaimed “corporate baddie” of TikTok. But older generations could take a page out of Gen Z’s book, he says, and not be afraid to ask for what they want from employers.
“We’re just doing the things that other generations were too afraid to do, and also probably couldn’t do at those times,” Brown told Cramer. “But as we see things transitioning and see the things that are now normalized, we can now make those changes and stand up for ourselves more now than we probably could in the past.”
Don’t generalize, get to know your employees
While all the various research and data points above offer us insight into how generations view themselves and each other, it’s important to recognize the limitations of such data, says Jessica Kriegel, author of Unfairly Labeled: How Your Workplace Can Benefit From Ditching Generational Stereotypes, to Fast Company.
“As I was reading all of the different books, research articles, and peer-reviewed studies on generational difference, I started to realize how much contradiction there is in the literature,” says Kriegel, who earned a PhD in educational leadership with a specialization in human resources management from Drexel University in 2013. “I realized it’s all kind of made up. There’s not a lot of hard data that supports any of these assumptions. It’s all anecdotal, case studies, research studies with 200 people that they apply to the broader population, and it’s really damaging.”
In her book, Kriegel explores how remarkably similar the generations are, and how damaging labels can be to both employers and employees.
“The way it’s most detrimental to managers is they will read all these articles, and they’ll be saying, ‘This is what millennials are, this is what millennials want,” she says. “They’re creating a judgment about what their employee is going to be, and not getting to know the employee in front of them, because they think they’ve already got them figured.”
Instead of making generalizations about people based on their age, or building workplace systems around the perceived needs of a particular generation, Kriegel has a much simpler solution.
“The sum total of all of my advice is this,” she says. “You need to talk to each other and figure out what’s going on in your organization, and not apply these broad brushstrokes of millennial nonsense to the people that you’re dealing with in your world.”
All that to say: Use this advice to give you context about various generations in your workplace. But remember that individuals are unique. The first step to guiding yourself successfully through your multigenerational workplace is to put the time and effort in to get to know your employees as people first.