What are the generational labels?

Briefly, different generational cohorts are commonly referred to using the following labels (by reference to their year of birth): The Silent Generation (born 1928-1945); Baby Boomers (1946-1964); Gen X (1965-1980); Millennials/Gen Y (1981-1996); Gen Z/“Zoomers” (1997-2012); Gen Alpha (2011-2024); and Gen Beta (born 1 January 2025 onwards).

Much has been written about the perceived differences between these groups based on their respective experiences, although it is far from an exact science. Very broadly, generational thinking tends to view older generations as being more inclined to stick with a “job for life”, with younger cohorts tending to change roles more frequently and often placing a higher value on non-financial aspects of work such as work-life balance, affinity with employer values (such as approach to environmental protection) and job satisfaction. According to Deloitte’s 2024 Gen Z and Millennial Survey | Deloitte Global, nearly nine in 10 Gen Zs and millennials say purpose is important to their job satisfaction and they are increasingly likely to turn down work or employers that don’t align with their own values.

Are these labels useful for employers?

As with any theory, there are arguments both for and against focusing on these generational labels and perceived distinctions at all. 

On the one hand, some view such categorisations as trivial and misleading, instead pointing to more individualised factors that can influence how someone behaves at work (not least, personality and career stage). Individuals are complex beings, so sweeping generalisations risk over-simplifying a multi-layered topic. It is also important to remember that age is a protected characteristic under the Equality Act 2010, meaning employers must take care not to discriminate on the basis of age – so arguably making any age-based distinction is unhelpful.

That said, generational labels can be seen as useful representations of the different socialisations each generational group has experienced. According to the Pew Research Center, generational labels “can provide a way to understand how different formative experiences (such as world events and technological, economic and social shifts) interact with the life-cycle and aging process to shape people’s views of the world.”

Of course, the world of work is constantly changing, and various (often interconnected) factors are driving change. From a social perspective, the population is ageing, meaning many people are tending to work longer, and at the same time decreasing fertility rates mean fewer young people are entering the workforce. Economic and technological influences are also in play, such as artificial intelligence and automation, and events such as Covid-19 and the cost-of-living crises can significantly shape people’s lives. The Covid pandemic, for example, had a huge impact on working practices, significantly increasing digital, home and hybrid working.

While it is of course important to avoid stereotypes, understanding the differences between age cohorts – given that each generation has its own lived experience – may help to employers to better understand the general motivations and working styles of those from different generations.  For example, someone’s age could potentially give a sense of how likely they are to have high levels of student debt, how motivated they might be by money versus work-life balance and (controversially) how tech savvy they might be. Notably, different stages of life also tend to come with unique challenges, for example people in their 40s and 50s commonly find themselves "sandwiched" between supporting their dependent children and elderly parents (the “sandwich generation”), which can lead to stress. 

Benefits of promoting age diversity

There can be benefits to having an age-diverse workplace. For example, fostering a multigenerational workforce can bring huge opportunities for knowledge sharing and skill enhancement. Taking active steps to promote an age-diverse workplace can also help a business to better represent its customers. Crucially, by understanding the differences between each generation’s lived experience, employers can help to break down barriers and avoid intergenerational conflict (also minimising the risk of employment tribunal claims).

How can employers promote age diversity?

In any strategic planning, it is important to take an approach that suits the specific make up of your workforce. Broadly, though, it is worth employers thinking about the following:

  • Get on top of your age diversity data (and consider conducting a pulse survey) to better understand your workforce: Pulse surveys, coupled with careful data analysis, can be highly effective tools for HR and senior management to gain a better understanding of their workforce and build a genuinely inclusive culture. If you understand specific pressures that certain groups within your organisation could be facing at different stages of their lives and careers, you can better tailor the HR support you provide.
  • Train your leaders on how to manage an intergenerational workforce: With five generations now in the workplace – each with its own lived history, arguably resulting in different motivations, communication styles and expectations of work – managers need good quality training on how to manage staff at different stages of the employee lifecycle. Managers need to be equipped to avoid age discrimination (including understanding the different types of age discrimination and how to apply your HR policies in practice), while bringing out the best in each member of their teams. They also need support on how to deal with any conflict that may arise due to intergenerational differences.
  • Offer flexible work models which support the various needs and priorities of your staff across the working lifecycle: Flexibility is a key component of a supportive workplace, as it appeals to all demographics. So keep your HR policies under close review (for example, your flexible working and other family friendly policies, as well as support for those affected by the menopause). Remember that once proposed changes in the Employment Rights Bill come fully into force, employers will only be able to refuse flexible working requests if doing so is reasonable and they will need to state the ground for refusal.
  • Continually upskill your workforce: With people working longer in life, and working practices and technologies constantly evolving, it is important that your employees stay relevant and engaged. It pays in the long term to invest in a robust training and development programme, so that your staff are continually upskilled.
  • Review your staff wellbeing package and other HR initiatives: Attraction and retention of talent remains a key priority for HR, so it is worth thinking about how you can show your staff that you understand their values, and the challenges they are facing at different stages of their lives. In particular, how you can help staff look after their mental and physical health? Many employers now offer plant-based diets in their on-site restaurants, fitness classes such as yoga during lunch breaks, and opportunities for staff to support the community via charity events and volunteering days. Others offer personal health screenings (perhaps with onward referral to occupational health), as well as support with issues such as managing grief and financial wellbeing (which is of increasing relevance in the context of the cost-of-living crisis). HR initiatives such as reverse mentoring, skills exchange programmes, alumni programmes, re-entry programmes, work experience placements, networking events can also help to boost diversity and inclusivity within your workforce.

The challenges of promoting age diversity and managing intergenerational differences at work are far from straightforward, but with many of us working later into our careers it is important that employers tackle this topic with the care and attention it deserves. 

How we can help

If this is an area in which your organisation would benefit from support, Make UK can provide further advice. We have a suite of products including general awareness training for employees and specific training for your HR and leadership teams. 

If you are a Make UK subscriber, you can speak to your regular adviser with any queries you may have and/or to request further consultancy support (including pulse surveys). Make UK subscribers can also access guidance on a wide range of employment law topics including template policies and drafting guidance in the HR & Legal Resources section of our website.

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