The modern enterprise has a wide diversity of generations working together, from Gen-Z recent graduates just starting their careers to millennials and finally experienced Gen-X professionals at the most senior levels. While intergenerational conflict in terms of expectations and demands from the workplace is not new, this is the first time that digital-native professionals are working under or alongside digital immigrants. Many young professionals just entering the workforce have also experienced pandemic-led disruptions in their education. The older generations, on the other hand, have decades of experience and formed their own attitudes towards how an office should function.

As a consequence, today’s intergenerational conflicts in the workplace are unique, and employers are struggling to develop and shape a workplace environment that works for everyone across generations.

Generational workplace expectations are distinct

Generational differences significantly influence workplace expectations, as highlighted by a global Unispace survey of over 10,000 employees and employers. The findings reveal that younger employees (under 34) prioritise work-life balance, flexibility, and well-being, with 33% expressing concerns over the lack of designated relaxation areas in the workplace. In contrast, only 21% of employees aged 55 and above share this concern, indicating a greater comfort with traditional office setups. Additionally, 80% of younger employees value amenities like on-site daycare or pet care, and 88% appreciate options such as subsidised travel and flexible start times. Older employees, however, report fewer challenges with current office environments, with 34% noting no major difficulties working from the office. 

These insights underscore the necessity for organisations to consider diverse generational needs in workplace design and policies, fostering environments that accommodate varying preferences and enhance overall employee satisfaction. 

Reimagining the employee experience through flexibility

Flexibility is the solution, both in terms of company policies and the actual layout of the workspace. The survey showed that younger professionals prefer working in the office 2.7 days a week on average, compared to 3.7 days for older employees.

Older and longer-tenured employees prefer coming into the office more often. For instance, employees over age 55 identify face-to-face collaboration at the workplace as more effective than virtual coordination. They find it easier to share ideas in person and feel more productive in a physical office setting.

On the other hand, younger employees want the office to be a place where they can relax, connect, rejuvenate, and be productive. Meeting the expectations of both groups can be greatly aided by including areas where staff can work collaboratively and unwind, mingle, or engage in wellness activities. Older workers also benefit from working in settings that promote their health and well-being, even if they may not explicitly demand such facilities.

The importance of inclusive and adaptive leadership

Ultimately, the findings of this global employee survey underline the fact that a one-size-fits-all strategy is no longer effective in the current era of intergenerational differences. Employers must reshape their workplaces to accommodate each generational cohort’s unique needs, whether by offering rest areas, permitting flexible work hours, or providing work-life balance-promoting services like on-site childcare.

Bold leadership is required to recognise and address the explicit and implicit needs of different employees and to foster an inclusive, adaptable culture that meets these requirements.