Research Title: Multiple Generations at the Workplace: Newer vs.

Older Generations

Class Number: HR13A

Class Subject: Human Resource Management

Professor: Prof. Raghda Fawzy

University: ESLSCA Business School

Prepared by:

Name: Alaa Younis Ali

ID: HR13013
Affiliation: Icontracting Smart Solutions

Name: Dina Hussein Seoudi

ID: HR13014
Affiliation: National Bank of Egypt

Name: Fadi Louis Wali

ID: HR13002
Affiliation: Commercial International Bank

Name: Ahmed Samir Ibrahim

ID: HR13015
Affiliation: KMT for Industrial Services
 Multiple Generations at the Workplace:
Newer vs. Older Generations

Introduction

Age diversity at the workforce has resulted in generational differences with each generation having

its own set of work values and beliefs. Such diversity is inevitable and should be handled smartly

for the sake of business success. Age diversity is, indeed, a blessing for any workplace since it

enriches organizations with a variety of mentalities and mindsets, which are capable of bringing

more opportunities and experiences to companies.

Technological developments over history have created entirely different life experiences and

multiple generations as a result. As such, expectations vary in terms of what the employee

experience should be like and what it takes to retain each employee. Understanding generational

differences in the workforce begins with understanding the characteristics of each generation and

how those generations view the future, the work they do today, and their colleagues.

The research paper at hand aims at exploring the characteristics of newer generations at the

workplace and how they could be different from those of the older generations. In addition, we

discuss the opportunities each generation could bring to the business as well as the workplace

culture and environment each generation prefers. Furthermore, we introduce some tips concerning

effective management of multiple generations within the same workplace. Finally, we address the

key elements that should be taken into account to attract and retain employees of the newer

generations.
 1. Characteristics of New Generation Entering the Workforce

The new generations are given several names and titles, such as Millennials, Nexters, Generation

Y (Gen Y), Generation Z (Gen Z), and Zoomers. According to Merriam-Webster Online

Dictionary (2022), Gen Y refers to people born between 1980 and the mid of 1990s whereas Gen

Z are those who were born between late 1990s and early 2000s; Older generations are those born

before 1980 and are called Generation X.

As Harber (2011) puts it, members from different generations view things differently in terms of

what they are looking for and what matters to them the most; older generations, for example, value

job security, and newer generations enjoy being with their families. However, we believe that

differences among generations cannot be easily determined and stated since such differences

continuously vary based on several elements among which are the cultural/sub-cultural differences

as well as the ever-changing market needs and requirements.

We do believe that new generations are an added value for any workplace since they are more

independent, more communicative, and entrepreneurial. They are driven by career/financial goals,

they are more competitive, and most of them are highly educated. They have the ability to demand

greater personalization in how they move along with their career journey, and they consider

themselves to be extremely hard workers.

For a better description of characteristics and traits of the newer generations with respect to the

workplace, we categorized the characteristics into five main points as follows.

1.1 Salary and Payment

Salary is a key factor for making decisions when accepting or rejecting a job for all generation.

However, newer generations tend to consider salaries as being of less value compared to other
generations. If newer generations are to choose between a high salary yet boring job and another

one which pays less but more exciting, they would split over the choice (Gomez et al., 2018).

From our point of view, new generations prefer jobs that promote a healthy lifestyle despite the

fact that such jobs might not offer the best salaries. They would go for exciting jobs where they

will be highly motivated and do the required tasks with much enthusiasm. Accordingly, such

young employees would show the willingness to stay at work for extra hours and work overtime

only if they feel being rewarded for it.

Conversely, there is a gap between the real market salaries and the expectations of such young

generations. The findings of a recent survey conducted by Clever Real Estate in the U.S. show

some shocking results that the average starting salary for university graduates is $55,260 per year

whereas college students expect their first salary to be around $103,880 (Olya, 2022).

1.2 Technology

Having grown up and raised side by side with the technological advances and smart devices, new

generations are distinguished by their deep knowledge of technology compared to the older

generations. This gives them an advantage at the workplace and helps them compete in an ever-

developing market. According to Young (2017), a global news survey found out that 98% of young

people own smartphones and more than half of the survey participants spend over 10 hours on

their smartphones on an average day.

Social media forms an integral part of the young generation’s lives, and it helps them function

better at their work since they can check updates, gain new skills, mix with people of different

types, and so many other advantages. However, social media and technology have a dark side and

could turn from being a blessing into being a curse. If not used properly and appropriately,
technology could be a waste of time and can also be a barrier against success and interaction with

people.

1.3 Cultural Diversity

Thanks to technology and social media, new generations got the opportunity to virtually get in

touch with and interact with people from over the world who belong to various diverse cultures

and backgrounds. As such, they are almost ready to fit in a diverse workplace where they would

actually feel completely at home. Such differences and diversity are what distinguishes this

generation and sets them apart from older generations.

1.4 Competition and Multitasking

As mentioned earlier, what sets the younger generation apart is their deep knowledge of technology

since they have grown up with smartphones and computers at their fingertips. They are used to

manage various and multiple apps and programs at the same time; therefore, they have

unconsciously developed the multitasking skill that is considered an important advantage in the

contemporary business world. Such a skill helps young generations to get into the market

competition with confidence and with a competitive advantage over older generations who have

not developed themselves to cope with technological changes.

However, multitasking could be a trap if not smartly utilized. In his online article on Forbes online

business magazine, Beaton (2017) states that “Multitasking compromises our visual awareness,

divides our attention, distracts us, reduces our job satisfaction, stunts our memory, impairs

cognitive function and sabotages our performance”.

 2. New Versus Old Generations’ Characteristics

The current workplace is distinguished by including multiple generations (Silent Generation, Baby

Boomers, Gen Xers, Millennials, and Gen Z) working side-by-side. Indeed, culture has changed

greatly between the current generation and previous generations, and the differences have become

very wide, and this is what approached us to the great technological and scientific development.

That’s why understanding generation differences in workplace can lead to huge successes where

each generation has its own strengths, weaknesses, advantages, and sometimes disadvantages

resulted from a pool of experiences and different backgrounds.

It is possible to benefit from the experiences of the previous generations and to combine them with

the technological, intellectual, and educational developments of the modern generations, so that

the return will be an echoing successful workflow.

The way that different generations can deal with each other and the impact this might have on the

workplace cannot be clearly determined; However, some of the scholars who did researches about

generational differences claim that the impacts are not that crucial, and differences are not

meaningful (Ng et al., 2016). We believe that there are several differences and similarities among

generations, and the workplace should take advantage of such diversity to make the best use of

them through understanding individual personalities and differences.

The below section provides the key differences between older and newer generations that can

affect their behavior in the workplace and how they work together:

2.1 Decision Making

Newer generations tend to have a highly entrepreneurial and creative with a more optimistic

mindset than older generations; however, older generations are more interested in tested and

established channels of success based on their wide established experience. That is why some
young generations could take quicker decisions than old/wise generations. Both are important for

the workplace, and the top management of any business should make use of such diversity.

2.2 Teamwork

On the one hand, older generations are more independent and prefer working things out on their

own with their focus being on individual success, and this could be due to the vast experience they

acquired over years. On the other hand, millennials and newer generations would go more for

teamwork and depending on others to get as much support as they can.

2.3 Motivation

When it comes to the workplace motivation, older generations often look for jobs that share their

core values and are somehow connected to their lifestyle giving them a good work-life balance.

Newer generations are more interested in companies that develop their skills and support their

career advancement.

2.4 Money

Both generations get financially motivated at work. Older generations tend to be more willing to

forego expensive products and experiences, while millennials are looking for ways to get what

they want on a tight budget.

Trunk (2007) states that financial security is not the only factor that attract members of the newer

generations since most of them depend on their families and parents for housing and for receiving

some financial support especially at the beginning of their work life. Conversely, a survey

conducted in Canada, included over 900 Millennials, found out that all of the survey participants

selected the extrinsic work values as being of more importance than other values in the workplace;

extrinsic values include pay and financial benefits (Kuron et al., 2015).
 2.5 Internet and Technology

New generations were born alongside technology and their lifestyle has been greatly impacted by

such technological changes and developments; this is clear in how they make friends online and

how they are well prepared to continue adapting along with technology. On the contrary, older

generations may find it relatively difficult to integrate the new internet tools and struggle in

learning and using such technology in their work or even personal life.

2.6 Professionalism

Older generations have grown up with some of the more conservative ideas and stereotypes that

are more concerned with formalities, timing, and how to present and define themselves in a societal

context compared to the new generations who believe that their abilities, qualities, personalities,

and skills should be of much important than the way they present themselves.

3. Opportunities Brought to the Workplace by Each Generation

The success of an employee at work is closely tied to their expectations and ideals. Due to the wide

range of generations currently employed, employees’ expectations and values are very different

from one another.

The most effective managers will fully consider the traits and life events that influence employees'

behavior, including the effects of their generation. Although there is a widespread belief that

employees' expectations usually fall within the context of extrinsic factors, the intrinsic motivators

have demonstrated to be just as significant (Westerman & Yamamura 2007). Accordingly, we do

believe that employers and businesses should exert extra efforts and understand that their

employees belong to multiple generations and consequently are considered to be a complex and

diverse group of people having various needs and wants.

It is of a paramount importance to achieve two things while managing individuals from various

generations. The first is to accept them as they are and the second is to avoid attempting to force

them into a model of conformity that neither they nor you wish to be bound by. People feel more

appreciated and respected when their individuality is allowed to flourish and is not just accepted

but also celebrated. It is difficult to accomplish this. Giving people the freedom to handle situations

in their own way and empowering them to achieve results by drawing on their individual creativity

and talents is important.

Organizations frequently have different generations due to people retiring later in life. The modern

workplace includes Gen Xers and Millennials. The newest cohort to enter the labor market, Gen

Z, with its oldest members, is also joining them. This combination of age groups offers companies

with great opportunities to benefit from age diversity for workplace culture. Diverse viewpoints,

experiences in life, and innovative working and communicating methods can all contribute to the

creative process and increase productivity (Naseem, 2015).

Having multiple generations in the workplace can be challenging to manage; however, it can be a

great blessing since each generation can bring different and various values and opportunities to the

business, which greatly affect and impact the success of any organization.

According to an online article published by Unretire Yourself website (2022), different generations

within a workplace can bring valuable opportunities as follows:

• Baby Boomers: Baby Boomers are distinguished by being open to accept change more

than the generation that preceded them, which is called “silents” or “traditionalists”. Baby

Boomers, based on the feedback of some experts, are known to have feelings of love hatred
 towards authority and a sense of having rights in the workforce. This generation is proven

to be working for a longer period of time than their predecessors.

Based on the Employee Benefit Research Institute (EBRI) “26 percent of workers plan to

work until age 70, and another 6 percent say they will never be able to retire. Research

varies on why this generation will continue to work. Money may be a motivator, but so

could staying connected socially and keeping their minds alert.”

• The X generation stands out by possessing excellent technical skills, which makes them

more independent than Baby Boomers. They are eager to expand their skill set and take on

new challenges. In a post-downsizing climate, they are also seen as being able to adjust to

job insecurity.

• Millennials is the first generation to reach maturity during the internet's exponential rise.

They are regarded as some of the most adaptable people when it comes to embracing

diversity and change. Millennials are currently the workforce generation with the highest

levels of education. Many Millennials were motivated to work hard and establish goals by

their Boomer parents.

• Generation Z: Despite being technology aware and living in a connected world, this group

prefers to communicate in person. Generation Z is adept at learning new software and

adapting to new technology.

4. Workplace Culture for New Generations

As understanding your employees’ different requirements, motivations, and career goals is step

number one to have them engaged and productive, it is vital to consider the following points when

creating a suitable workplace for newer generations.

1) Considering a more independent workplace in the office as studies show that a Gen Z

member “would rather share socks than an office space” (Ceridian, 2018). We do believe

that this would work for newer generations; however, it is also important to maintain some

fixed workstations for older generation members to help them be more comfortable during

work time as they are used to, so the key here is to strike a balance between having available

workspaces that suit different generations.

2) Implementing an ongoing communication channel between new generation employees and

their direct managers, as they prefer continuous feedback and monitoring due to their

intense exposure to social media and its rapid reactions and responses (Ceridian, 2018).

From our point of view, Millennials and Gen Z would get much engaged through oquick

feedback and continuous communication, bearing in mind that old generations would

prefer traditional appraisal setting which usually takes place twice a year. We would go for

tailoring well-matched meetings according to each generation style of communication.

3) Rewarding properly and smartly: Gen Z members do value job security, good salaries, and

promises of future promotions and raises based on their high performance. This helps

businesses retain such young employees. Additionally, other benefits such as discounts on

some goods/places or gym membership can be appealing to Gen Z members and will also

work for older generations as well as no one say no to a discount (Ceridian, 2018).

4) Arranging tailored learning and development methods such as instructional videos and

small refreshing sessions with proper use of enough human interaction to improve newer

generations’ skills, whilst older generations would prefer old school training schemes with

instructor led trainings in a training facility (Ceridian, 2018).

 5) Flexible working hours is a major attracting point for new generation members as they

usually have side projects to finish (Ceridian, 2018). We agree that flexible work hours and

flexible vacations would be a good option for almost all employees; however, it is vital for

businesses to maintain a balance with the fixed working hours that usually fits older

generations who prefer traditional fixed working hours and plan their whole day upon it.

That would definitely have a positive impact on the overall performance when everyone

(different generations) is happy with their working hours.

6) Having the company’s values clearly set and introduced to employees of newer generations

can easily have them attached to the organization due to their strong moral compass since

it is vital for them to know how their efforts add value to the success of their organizations

in addition to how they can have their personal and professional goals achieved (Ceridian,

2018).

5. Managing Multiple Generations in the Workplace

The previous section listed some examples of what to take care of when arranging a proper

workplace for employees of new generations with respect to older generations. This section is

concerned with how to manage multiple generations at the workplace. We believe that this could

be somehow challenging, but it is also doable.

In her online article, Waida (2021) lists the following points providing some tips on how to manage

multigenerational workplace:

1. Doing proper research on each generation: Understanding what each generation likes and prefers

in terms of working conditions and preferences can help avoid misunderstanding and internal

conflicts among employees of different generations, and that can be done by some research and
analysis for each generation percentage within the organization. For example, some studies found

that generation X tend to highly appreciate medical insurance as they tend to care much for helping

elders and children while Generation Y tend to care more for jobs that has outdoor work

opportunities as networking is a major trait of them.

2. Equal understanding of opinions of each team member: Stereotyping and framing colleagues on

the basis of the way they dress or the way they use social media can happen sometimes despite

everyone’s best intentions not to. Accordingly, businesses should always make sure to spot the

light on accepting diversity among our workgroups through team meetings to avoid any future

minor incidents of such issues. In addition, it is a must to handle any incidents that already

happened to help emphasize the idea that, instead of assuming that everyone is the same,

employees should try accepting others based on their contribution at work.

3. Strategic placement of different generations: Combining different generations on projects

together can be very useful resulting in the fact that they would complement one another using

their preferences in handling different tasks at work. For example, “Baby Boomers can pass on

their knowledge and experiences to Generation Y with digital tools and systems that Generation Z

sets up for them. Remember that successful multi-generational teams are built on the strength of

their individual performers.”

4. Never assume: Assuming that an employee has certain skills or capabilities just based on their

age can be major setback leading to unnecessary stereotype. Instead, it is better to let everyone

demonstrate their skills and knowledge, and then we can decide “who” can do “what” better, so

we would assign them the task in which they will excel.

5. Arranging mentoring and team building activities: Mentoring once a month is great method to

encourage employees to exchange knowledge and learn from each other, and it doesn’t necessarily

have to be done from an older generation to a younger one as the other way around can be very

beneficial since knowledge is not necessarily correlated to age. Furthermore, an effective method

to lessen the differences between generations in the workplace is arranging team building events

in which an offsite meeting is arranged off work to help everyone bond and practice a friendly

social activity with their colleagues.

6. Grouping similar traits and preferences: After doing a thorough analysis of all generation

preferences and traits at the workplace, it is a brilliant idea to use mutual preferences to handle

member of different generation at same time without facing any hard time communicating and

arranging tasks.

6. Recruiting and Retaining Members of the Newer Generations

The previous sections provided a detailed discussion on the characteristics of the newer

generations (also known as Millennials, Nexters, Gen Y, Gen Z), the opportunities they can bring

to the business, and the different approaches that can be adopted in managing such young

workforce. This section is concerned with the strategies that businesses can follow in order to

attract, recruit, and retain those young talents. According to Harber (2011, p. 45), “organizations

need to align management, Human Resources, strategies, and policies to suit the values and views

of each generation and to have managers trained to lead collaboratively rather than hierarchically”.

PricewaterhouseCoopers (PwC) conducted a global survey in (2011) in which over 40,000

Millennials participated from over the world. Participants were asked about a variety of topics,
such as workplace environment, work styles, payment, professional/career development,

communication, and work/life balance. In relation to how to retain newer generations, the

responses of the survey participants are shown in the figure below.

As shown in this figure, the top four factors affecting the career decisions of the newer generations

are connected to: (1) career progression, (2) good pay and financial benefits, (3) training and

professional development plans, and (4) satisfactory and good benefits package. The other key

findings of the survey can be summarized as follows:

- Work–life balance is of a great value to Millennials. They do not easily sacrifice their

personal lives for the excessive work demands.

- Flexibility at workplace matters to Millennials to a great extent. They stand ready to

sacrifice pay increases and promotions for having and enjoying a flexible work schedule.

- Productivity for them should be the ultimate tool to measure success.

 - Millennials value and get motivated through feeling the appreciation and support from their

managers and superiors.

- It is of a paramount importance for newer generations to be provided by opportunities to

develop their skills and abilities.

- They have faith in the fact that businesses and business leaders need to participate in the

development and improvement of their societies. Accordingly, newer generations would

show loyalty companies with strong ethics and values.

On the one hand, recruiting and retaining employees should be on the top of the priorities of all

businesses since it is the workforce of any company that defines and shapes its success. On the

other hand, recruiting and retaining members of the newer generations could be challenging and

requires a great deal of flexibility and adaptation to match and accommodate their mindset. The

following are the key elements that need to be considered for effective recruitment and retaining

of Gen Y talents.

6.1 Pay and Financial Benefits

As a matter of fact, pay and financial benefits are key elements for both employees and employers.

However, Trunk (2007) states that financial security is not the only factor that attract members of

the newer generations since most of them depend on their families and parents for housing and for

receiving some financial support especially at the beginning of their work life. Conversely, a

survey conducted in Canada, included over 900 Millennials, found out that all of the survey

participants selected the extrinsic work values as being of more importance than other values in

the workplace; extrinsic values include pay and financial benefits (Kuron et al., 2015).
Accordingly, pay is not the only motivator for young talents, but this does not mean that businesses

can simply neglect it. Rather, this means that offering a good salary is vital but not enough; it

should be accompanied with other points that matter the most for Millennials, which are discussed

in the below sections.

6.2 Flexibility and Workplace Culture

We live in a highly dynamic world, which requires all businesses to be flexible enough to be able

to cope with the new demands and changes. Naseem (2015) explains that young talents appreciate

a flexible work culture concerned with getting the job done rather than focusing on a routine 9-5

work, which allows employees to get time off whenever they need.

A good example of this could be noticed in some of the translation firms who adopt a flexible work

culture through assigning their employees a daily or monthly quota (certain amount of wordcount)

that they can translate based on their time preferences whether during the day or at night and

whether on the company premises or remotely from home.

6.3 Communication Styles

In her online article published on Harvard Business Review, Knight (2014) urges businesses to

add questions to the annual employee survey concerning the preferred communication style. This

shows the importance of choosing the right communication style/approach with all employees and

particularly with members of newer generations. Rogers (2021) affirms the fact that Millennials

have grown up alongside the internet and state-of-the-art technologies like artificial intelligence

and virtual reality.

Millennials tend to prefer crosswise communication approaches as well as utilizing technology to

facilitate and speed up communications through the use of channels like WhatsApp, Zoom, social
media, and other chat apps. This does not necessarily mean that other communication channels

like emails or face-to-face meetings are not preferred by Millennials. Younger generations usually

opt for a hybrid approach of communication that gathers both ways. Accordingly, a smart

management would take this into account when selecting the communication style to be adopted

within the organization.

6.4 Professional Development

Rogers (2021) states that members of young generations are concerned greatly with their

professional development since most of them occupy positions of the entry or middle level, which

requires more trainings so that they can move up their career ladder. Additionally, a good tool of

recruiting Millennials is the use of internships since this allows companies to identify the qualified

strong candidates and provides Millennials with hands-on trainings, an opportunity to get to know

the company, and to experience the job responsibilities (Delcampo et al., 2016).

As such, smart management should make it crystal clear in any of its job announcements that they

provide continuous professional development programs and plans to their employees. This would

attract Millennials to a great extent since they value feedback and mentorship from their managers.

Another idea that companies can do to attract and retain young talents is to add in the job

descriptions the skills that will be learned and trainings that will be offered to employees during

their work duration.

6.5 Innovative Benefits

There are several innovative ideas that can be done at the workplace that could strongly enhance

the work atmosphere and make employees love being at work. Examples of such ideas include

outings, gatherings, outdoor activities, fitness and sport devices, free beverages, dish parties,
surprising gifts, volunteering activities, etc. These are some of the examples that companies can

take advantage of, but it does not mean that all of them should be applied; this depends on the

nature and industry of each business. However, it is a must for all businesses to consider such

activities to change the daily work routine and recharge their employees’ power. If a company

applies any of such activities, they should highlight them during the recruitment process.

Conclusion

Handling multiple generations at the workplace is a crucial topic that should be given extra

attention by all businesses and business leaders globally. Therefore, human resource professionals

and managers can develop policies that improve communication, satisfaction, commitment, and

retention through understanding the differences and similarities among generational groups. It is

critical to continue the examination of generations in the workplace, but it is also critical to

recognize areas of agreement among employees of various ages and experiences. This knowledge

can be applied to managerial initiatives to improve communication and understanding.

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