The different generations: a rich diversity in the workplace

Today, companies are faced with a mix of four generations in the labour market. Each of them has very different motivations, attitudes and relationships with work. More than ever, the manager's role is essential in affirming everyone's place, in order to draw out all of their strengths for the benefit of the team as a whole.

Are the different generations in the workplace really tied to age groups?

Generations in the workplace are often used to help understand the differences in perspectives and motivations within companies, but it is important to view them as social constructs rather than strict categories based on age.

What is more, a person's education and unique life experiences can also have a significant influence on their perspective and the way they interact with others at work. For example, someone who grew up in an environment where collaboration is encouraged may be more inclined to work as part of a team than someone who grew up in a more competitive and rigid environment.

However, the generation a person belongs to can also influence their behaviour and their relationship with work. Generations grew up in different social contexts and were exposed to unique trends and developments that shaped them. Generations can also share common values and behaviours, regardless of the social context in which they grew up. Indeed, we would attribute this tendency to the fact that certain generations adapt to the social context they face. This is why the definition of generational behavioural preferences in Switzerland is not the same as in a developing country, for example, or even within a single company.

Ultimately, a person's behaviours and relationship with work are shaped by a mix of factors, including their generation, their social context, their education and their personal experiences.

So how do we define the different generations and their needs? Each generation grew up in a different social and economic context, which influenced its values, its motivations and its view of work. According to current thinking, the generations are often defined as follows:

The baby boomers: born in the post-war period, they experienced a time of economic growth and stability (roughly between 1946 and 1964). They prefer a working environment in which experience can be gained and are more inclined to be devoted to their work. They expect to be remunerated in line with their professional commitment. They place great importance on career (a value they will pass on to the next generation).

➜ Social context: growth at work

Generation X: born during a period of economic growth, they subsequently experienced a period of unemployment, financial crises, the oil shock and slowing growth (roughly between 1965 and 1980).

They are anxious to keep their jobs and show great loyalty towards their employer. They are therefore more inclined to follow established rules and procedures. They place great importance on demonstrating their skills; they are proactive and seek to prove their worth (values they will pass on to the next generation).

➜ Social context: job security

Generation Y: born during a period of unemployment, financial crises, the oil shock and slowing growth, they experienced the era of the digital natives with the arrival of the internet and mobile phones (roughly between 1980 and 2000).

They grew up alongside the internet and new technologies, with the assumption that they would not work for the same company their whole lives. They are often associated with an orientation towards personal life and a search for meaning in work. They are more sceptical of authority and prefer a less hierarchical working environment. They take pride in a job well done but need recognition at work to stay motivated. They are more attached to values and to environmental concerns (values they will pass on to the next generation).

➜ Social context: well-being at work

Generation Z: born during the era of the digital natives, they have grown up in an ultra-connected world (roughly between 2000 and 2015).

They grew up with technology and expect it to be used intensively in their working environment. Information is available to them on demand, and they can access it as they please, from anywhere and on a variety of devices. They are in search of meaning and look for employers committed to social and environmental causes. They are eager to learn, to improve and to take initiative. They need flexibility and no longer accept the pyramidal system. This generation is still developing and may evolve.

➜ Social context: fulfilment at work

How can you make the most of generational diversity?

When well managed, generational diversity can bring many benefits to companies in terms of a diversity of perspectives, a wealth of experience, creativity and innovation, but also flexibility and adaptability to change.

By working together, the different generations can turn their differences into a strength for the company.

Companies can make the most of generational diversity by enabling the generations to collaborate and share their unique skills and perspectives. However, for this to work, it is important to create inclusive working environments that take into account the needs and motivations of each generation.

In our view, generational diversity at work can be a driver of collective performance. And managers play a key role by encouraging open communication, supporting diversity, recognising the unique strengths of each generation and showing flexibility in managing different working styles.

Are you experiencing generational diversity within your company and would like to put in place concrete measures so that intergenerational collaboration is as effective as possible?

Do not hesitate to call on the expertise of Valeur Plus to support you on this journey.

​Written by Cassandra Kunkel and Camille Steininger, consultants