In one office, you may find people who remember a world without the internet working alongside those who started filming TikTok videos before learning their multiplication tables
Interaction between coworkers from different eras within the same company becomes more relevant every year. A diverse workforce means a diversity of ideas — but also a higher risk of conflict and misunderstanding. For such a team to work effectively, it’s important to understand generational differences.
Finding balance when working with people of different generations is no easy task. Thornhill Day explains how generations differ and how to coexist successfully in the same workplace.
Where the Theory of Generations Came From — and Why It Matters
The theory of generations was developed in 1991 by historian William Strauss and economist Neil Howe. They argue that each generation has distinct characteristics shaped by historical, economic, and social contexts.
This theory also helps explain how people from different eras interact with one another — especially in the workplace, where colleagues may have very different motivations and expectations. Understanding generational management allows leaders to design more effective strategies, choose appropriate training approaches, and motivate employees more successfully. Ultimately, this helps create a harmonious work environment that values diversity and the uniqueness of each employee.
Today, four main generations typically coexist within company teams.
Boomers (Born 1946–1964)
The postwar generation that laid the foundation for traditional corporate culture, where age and extensive experience are highly respected.
For boomers, work is a significant part of life, and they generally approach it with optimism. They demonstrate strong loyalty to their jobs and are team players, while still valuing personal recognition. Career advancement and rewards for individual contributions are important to them, and many stay with the same company for decades.
“Red flags” for boomers include unclear task requirements, chaos, and a lack of respect. Technology can be challenging for them, but they are willing to learn and use it. Boomers are natural mentors who enjoy teaching newcomers, though they don’t always understand modern work approaches.
To help boomers feel comfortable, emphasize their experience and professionalism. Consider age-related needs — for example, offering hybrid schedules or remote work options. Involve them as experts and speakers, encourage knowledge sharing, maintain regular feedback, and continuously improve their working conditions.
Generation X (Born 1965–1980)
Gen X was the first generation to experience the rise of the internet. They adapt well to new technologies when they see their practical value. Independence, work–life balance, and freedom of choice are especially important to them. They care about career growth but not at the expense of personal life.
Like boomers, Gen X employees are motivated by recognition of personal achievements. They dislike micromanagement and disrespect for their personal time. Often, they serve as a bridge between generations, though they may struggle to fully understand millennials.
When working with Gen X, offer flexible schedules where possible and provide access to training and skill-building opportunities — they enjoy learning. Recognize their contributions, give clear tasks with well-defined expectations, and provide constructive feedback. They also tend to excel in team-based work.
Millennials / Generation Y (Born 1981–1996)
This is the digital-era generation, highly adapted to technology. Openness and self-expression define millennials, who value diversity and active social engagement.
Millennials tend to view work pragmatically — if something doesn’t suit them, they won’t hesitate to look elsewhere. Their job must align with their values. Rigid hierarchies, lack of growth, and disregard for ideas are major red flags that drive them away. While open to intergenerational collaboration, they often struggle to understand boomers’ perspectives.
To attract millennials, offer remote work and flexible schedules, along with opportunities for learning and professional development. Highlight that your company’s culture aligns with their values and ensure the workplace is technologically up to date.
Millennials were also the first generation to prioritize mental health. Benefits such as health insurance, fitness programs, and access to psychological support are strong advantages. They need a clear vision of career growth, so well-defined development paths are essential.
Generation Z (Born 1997–2010)
Gen Z is characterized by digital fluency, individuality, and honesty. They value self-expression, support, and understanding, and they see the world as limitless.
Gen Z employees want to be themselves at work and prefer careers they consider socially meaningful — many choose professions such as medicine, psychology, or education. They are irritated by non-transparent processes and disrespect for their opinions. While open to collaboration with other generations, they also find it difficult to relate to boomers’ views.
To attract Gen Z, offer remote work, clearly outline career paths, simplify workflows, and foster a safe, inclusive environment where all generations feel comfortable.
The Generation of the Future: What to Expect from Generation Alpha
Another emerging generation entering the workforce in the coming years is Generation Alpha — generally those born after 2011. They are often called the future of the labor market.
To attract Gen Alpha, employers should already be preparing high-tech offices or considering fully remote work models. This generation will value education, mentorship, sustainability, and a healthy team atmosphere. Creativity and idea-sharing will matter to them even in tasks outside their direct responsibilities. Meditation programs and access to mental health professionals will also be appreciated.
For older generations, Gen Alpha employees will become technological mentors. Established workers will need to adapt — communicating via video, adopting modern approaches, and using new tools. The quality of this interaction will depend on how open previous generations are to change.
How to Manage a Multigenerational Workforce
1. Build an inclusive corporate culture based on understanding and acceptance.
2. Train employees in different communication styles and invest in team building.
3. Adapt workflows to suit everyone: combine office, remote, and hybrid formats; balance online and offline meetings.
4. Develop recognition programs — not only bonuses and promotions, but also internal rewards, gifts, and titles.
5. Stay open to creativity and ideas — employees want to contribute to the company’s shared success.
Different backgrounds, views, and values are not a reason for conflict — they are an opportunity to build a strong team where everyone feels in their place. Let’s explore how to find common ground with colleagues from different generations.
