Generational divides – Boomers versus Millennials, Gen X versus Gen Z and so on – are a hot topic at the moment. We’re told each have unique values, motivations, and work styles, suggesting that leaders need to adapt their approach to each generation if they want to engage and motivate all. But how much truth is there behind these narratives? As people professionals, we all need to take a critical look at the evidence and consider what truly matters for building effective, inclusive workplaces.
The evidence: more myth than reality
Despite the popularity of generational labels, robust research supporting meaningful differences between generations is surprisingly thin. Reviews of the evidence find only small and inconsistent differences across generations, if at all.
Why do generational myths persist? Partly, it’s due to a “generational framing bias” – the assumption that meaningful differences exist, which can lead us to interpret minimal or conflicting findings as confirmation. Stereotypes appeal to our overloaded brains, and it’s tempting to use them as shortcuts for understanding complex human behaviour. But as we all know, stereotypes are a form of cognitive bias, which bring a whole host of issues.
Many behaviours attributed to generational differences – like prioritising work-life balance, placing lots of value on pay, or embracing technology – are better explained by life stage, personal circumstances, or even individual personality traits. For example, a 24-year-old and a 42-year-old both becoming parents may have similar workplace needs, regardless of their generational label.
What should HR focus on instead?
Rather than fixating on generational stereotypes, HR leaders should:
- Support managers to recognise individuality: Develop managers and leaders to take a person-centred approach to leadership, treating employees as individuals shaped by their unique life experiences, not just their age cohort.
- Leverage mentorship: Equip people with coaching and mentoring skills, then establish peer-mentoring initiatives, pairing employees of different ages for mutual learning and support, valuing both experience and fresh perspectives.
- Remove bias from talent decisions: There’s a real risk that leadership promotion and succession planning decisions are influenced by generation biases – avoid this by using robust assessment of leadership potential, to ensure these decisions are robust and objective, and in doing so, open up your eyes to hidden talent in your organisation.
- Foster open communication: Feedback tools can help empower employees to give and receive truthful, candid feedback in a process that feels safe for all involved. This transparency sparks ongoing conversations, promotes self-awareness and breaks down stereotypes.
Looking ahead: a new conversation
The real opportunity for HR is to move beyond generational myths and focus on what unites and motivates people at work.
Stay tuned for our upcoming blog series, where we’ll dive deeper into practical strategies for supporting employees at every stage of life and building workplaces where everyone can thrive-no matter what year they were born.
Generational stereotypes make for catchy narratives, but the real story is far more nuanced. Let’s shift the conversation and focus on what really matters for people and performance.