Sustaining a happy, healthy, and high-performing culture hinges on its capacity to integrate diverse viewpoints. Today’s multigenerational workforce has the power to create limitless game-changing ideas, experiences, and insights. Yet, bias and entrenched thinking have led to an increase in age discrimination and a diminished sense of belonging at work.
“Ageism is one of the last socially acceptable prejudices,” claims the American Psychological Association.
Recent years have seen young workers labeled as lazy and entitled and called out mature workers as “past their prime.” Gen X is caught in the middle—defined as “the neglected middle child” as they attempt to stay hidden from the spotlight—and out of the battle.
If left unaddressed, the clash of generational perspectives risks turning workplaces into battlegrounds of “us versus them” instead of fostering cultures of collaboration and creativity.
Researchers indicate that resistance to new perspectives is not just personal closed-mindedness but a systemic issue that undermines competitive advantage and hinders organizational transformation.
To foster a culture of respect and belonging, we must infuse openness into the framework of our company’s ethos.
The first step is to pinpoint what makes each generation distinctive and where our values intersect.
Who Are We Really? Millennials and Gen Zs
Older Gen Zs (born 1997 to 2012) and millennials (born 1981 to 1996) have faced unforeseen barriers in their early careers. From the 2008 crash to the pandemic, financial stress weighs heavily—today over 50% live paycheck to paycheck. A recent survey revealed that one in five millennials say they don’t think they will ever be able to buy a home. Nearly half (46%) of millennials and one-third (33%) of Gen Zs say their lack of ability to save for a down payment is a significant hurdle.
Economic obstacles have pushed workers in this group to delay life milestones such as buying a home, getting married, or having children. This data highlights that the traditional transactional contract we had with previous generations just won’t work with younger generations—they need more support. And it’s beyond just pay. Despite the financial stress, job satisfaction is low. A study by Hewlett Packard found that 93% of Gen Z and 89% of millennial knowledge workers are willing to take a salary cut if it results in a better relationship with work.”
Branded as lazy and entitled, it’s fair that Gen Zs are pushing back. In 2022, more than 1 in 3 Gen Zs reported having no income, up from 1 in 5 young adults in 1990.
It also reinforces their belief that well-being is not antithetical to work ethic.
Gen Zs and millennials are redefining the workplace with their unique perspectives and values, compelling employers to adapt to stay competitive. Instead of closing off, it’s critical for all generations to listen with empathy, remain open—not judge.
Who Are We Really? Gen Xers
Gen X tends to be more flexible and change-ready, but that characterization may be getting in the way of their career progression.
A study by consulting firm DDI found that “79% of Gen X workers say they’re forgotten in the workplace, overshadowed by younger and older workers as employers have paid a lot of attention to nurturing millennial talent in recent years.” Known to be less outwardly vocal about their career dissatisfaction, the “lost generation” has coincidentally been plagued by slower promotion rates. One study of over 25 thousand employees found that “Gen X are promoted at rates 20 to 30% slower than millennials, despite being strong candidates for leadership roles.”
And it’s not landing well. Gen X led the Great Resignation with the highest quit rate across all five generations. Labeled by Pew as the “neglected middle child,” Gen X may not be #loudquitting through #quittok or letting everyone know they’re planning to leave by #rageapplying; rather, they’re just handing in their resignation and walking away.
So, what does the Gen X workforce want?
First, to stop being referred to as the “neglected middle child.” Next, recognize they want the same things as other generations. Seventy percent of Gen Xers feel doing meaningful work is more rewarding than earning a lot of money and 86% view sense of purpose as their top professional priority. And, 69% of Gen X workers would “take a job that pays less to work with an employer whose values match my own.” They also claim work-life balance as their top job demand and healthcare as the most important benefit.
Here’s the truth: All generations want their foundational needs met. They see healthcare and flexibility along with psychological safety and fairness as rights not perks. Since Gen X comprises 50% of the world’s managers, they’re the ones trying to put these demands into action. Although it might be time for them to advocate for their own needs a little louder.
Who Are They Really? Baby Boomers
Raised by parents who endured World War II and the aftereffects of the Great Depression, boomers grew up with a general motto: “Work hard and you’ll get ahead.” Notably, boomer women weren’t equal members of the workforce until the 2000s. Therefore, for many years, the boomer workforce would be made up of mostly men.
The boomer workforce persona is often described as hardworking, achievement-oriented, competitive, and loyal, with a deeply embedded philosophy that respect should be earned, not simply given. They also tend to stay with the same company for longer than the other cohorts. This is often in contrast to Gen Z and millennials, who are more neutral about age and may not see it as a benefit or a barrier to success.
Openness allows us to better empathize and engage with a growing group of mature workers, many of whom say they don’t fit this current timeline of work. Boomers claim that they feel like the professional norms and values they were accustomed to have dramatically and rapidly changed, making it hard to adapt
We say the Great Resignation is in the past, but what about the Great Retirement? It has only just begun. But why are we losing more of our retirement-ready employees? For many of the same reasons other generations are quietly (and loudly) quitting—burnout.
When it comes to older workers, reducing chronic stress and exhaustion requires a nuanced approach. Particularly as early retirement becomes an option, it’s harder to convince someone who is battling burnout to stay. Openness to the changing needs of a mature workforce is imperative. Companies that are willing to adopt benefits, policies, and retention strategies that match up with life stages will have better luck holding on to their older workers.
One of the newer benefits is “grandternity leave”—an idea still in its infancy but one that reflects the importance of life stage retention strategies. And to keep healthcare costs down and to increase quality of life, 84% of boomers say they want more wellness programs. As Bloomberg reports, flexibility is the number one perk for older workers. A National Bureau of Economic Research paper reports that 30% of people would keep working after age seventy if they could have flexible hours. “Without flexibility, that number drops by almost half,” writes Carmichael. The report also points out that “job stress, physical and cognitive job demands, the option to telecommute, and commuting times were additional predictors of retirement expectations.”
One of the ways we can hold on to their valuable expertise is to offer phased retirement options, allowing older workers to gradually downshift gears instead of the all-or-nothing experience of a typical retirement.
Consumer goods maker Unilever launched a program called U-Work, which gives employees the ability to take on projects for a minimum number of weeks a year and receive a small monthly retainer in addition to getting paid for assignments and contract work. The employees still get to contribute to their pension, and they also get health insurance and sick pay.
We all go through distinct life stages that necessitate tailored benefits and policies, and the underlying needs and desires across generations share significant similarities.
Each generation, whether baby boomers, Gen X, millennials, or Gen Z, seeks meaningful employment that provides not only financial stability but also a sense of purpose. The universal demand for flexibility and autonomy at work underscores the need for leaders to adopt more inclusive and adaptable management styles.
Focusing on “life stage adaptation” or “life cycle benefits” are excellent retention tools across each generation. Understanding and addressing the specific benefits that align with various life stages—such as flexible working hours for young parents, enhanced healthcare for older employees, or professional development opportunities for early-career workers—help make the workplace age-wise and age-friendly. Such policies demonstrate a commitment to supporting employees throughout their diverse life stages and career phases.
Ultimately, developing a culture of openness where every individual feels they belong is essential. It not only bridges generational divides but also leverages the unique strengths and perspectives that each age group brings to the table. By doing so, organizations can remain equally competitive as they are kind. Striking that balance creates a work culture everyone wants and where everyone wins.
Reprinted by permission of Harvard Business Review Press. Excerpted from Why Are We Here?: Creating a Work Culture Everyone Wants by Jennifer Moss. Copyright 2025 Jennifer Moss. All rights reserved.
