From Boomers to Zoomers

oday’s modern workplaces boast unprecedented diversity that extends beyond race and ethnicity. Age diversity is more pronounced than ever as five distinct generations are working together for the first time in history. At one end of the spectrum, there are people who are living — and working — longer. At the other, there is the most populous and diverse generation on earth whose oldest members began entering the workforce around 2019.

As this broad intergenerational mix of people converges in conference rooms and on Slack channels, it’s clear that its different communication styles, perspectives on career success and expectations of leadership are already shaking up workplace dynamics.

Generation Z, which includes our newest alumni (see “Oh, The Places They’re Going!”), is frequently burdened with negative stereotypes regarding its work ethic. These employees are often seen as being overly attached to their phones, having short attention spans and lacking loyalty to employers. The truth, of course, is more nuanced (see “Stereotypes vs. Reality”). Like the generations before them, their preferences, skills and behaviors have been shaped by external factors beyond their control, including economic conditions and technological advancements.

The good news is that multigenerational workplaces are better — for everyone. “Research shows that when diverse groups work together in an environment of mutual respect, there is greater innovation due to the intermingling of various perspectives and life experiences,” says Udayan Dhar, Bucknell’s Sidney L. Miller Career Development Professor of Leadership.

Fortunately, within the Bucknell community, we have alumni and faculty with expertise in human resources, talent acquisition and organizational psychology, who can shed light on the impact this new generation will have on workplaces. Their insights can benefit new graduates beginning their career journeys, as well as seasoned managers who want to hire, motivate and retain young talent.

“Gen Z places a greater emphasis on ethical values, community and mentorship and thinks about how the workplace can be a space for inclusion and acceptance,” says Esha Sharma ’20, a Gen Zer who works in human capital at global investment firm KKR. “There’s also a greater desire for a work-life balance and resources to support mental health.”

Sharma’s perspective aligns with findings from Deloitte’s 2023 and 2019 Gen Z and Millennial Surveys, which found that Gen Zers prioritize interesting work as much as high salaries. They are also more committed to environmental and social causes, value workplace diversity and readily seek mentorship and growth opportunities.

Gen Zers also show a preference for secure employment over potentially risky opportunities, which is likely influenced by growing up amidst economic instability and housing affordability challenges from the 2007-08 financial crisis. The Deloitte surveys revealed that cost of living is a top Gen Z concern.

Other studies have indicated that the escalation of mass shootings, the climate crisis and social media have had negative impacts on this generation’s mental health. When compounded by factors like ongoing wars and the pandemic, there emerges a “yearning for work that is less taxing and depleting and more meaningful and purposeful,” says Daisy Auger-Domínguez ’95, a human capital executive and member of Bucknell’s Board of Trustees.

The COVID-19 pandemic’s lingering influence on workplaces is undeniable. For many Gen Zers, their entry into the workforce was shaped by it. They found themselves navigating a professional landscape characterized by remote work and nontraditional schedules. “People are saying, ‘Why shouldn’t I be able to work when I feel I am at my most productive?’ And after four years of being successful with flexible arrangements, I have a hard time arguing against that,” says Matt Evans ’02, head of employee experience at software company Qualtrics.

Evans says companies need to adapt to the evolving expectations of the workforce, including flexible working hours. “I think it creates unnecessary friction to have an overly rigid approach to work,” he says. “Plus, there are plenty of other opportunities out there that will provide Gen Zers the flexibility they are expecting.”

And with job-hopping no longer as taboo as it once was, Gen Zers will move on, he says. “Twenty years ago, if you saw somebody with a couple of 12- to 18-month stints on their resume, it was a big red flag,” Evans says. “Today, particularly in industries like technology, it’s just how people manage their careers.”

That’s not to say Gen Zers are office averse. Dawn Kleinman Klinghoffer ’91, head of people analytics at Microsoft, says that the company’s newly graduated hires express a preference for a mix of office and remote work. “Our data show that early-in-career talent prefers more in-person time than remote work, but they thrive when they can work when and where it’s best for them,” she says. “So flexibility is key.”

As digital natives, Gen Zers have a great deal of access to information, which in turn shapes their expectations around subjects that were once little discussed. For example, partly due to information-sharing online, people have become more open about compensation. “Folks coming into the workplace have a good idea of where they sit in relation to their peers and what their compensation and benefits packages should look like,” Evans says.

In his role as a manager, Evans also notes a great desire for feedback among his younger employees, which he speculates may also be related to their digital upbringing, where they had constant communications and validation from parents and peers via texting and social media. “I think having folks hungry for feedback, in more depth and frequency, is a benefit to organizations,” he says.

Bosses who manage Gen Zers likely ascended the ranks in traditional workplaces characterized by a “pay-your-dues” mentality, where the newest hires aim to fit in and conform. They may have been molded by the norms of the Baby Boomers or Traditionalists and find themselves straddling the line between fulfilling corporate imperatives while leading employees with very different expectations regarding workplace culture.

“You’ve got the younger generation demanding better work conditions — better hours, more pay, more safety and respect,” says Auger-Domínguez. “Then you have the senior leaders, who might have had to go through the awfulness of never having any of that, saying, ‘Yeah, but work is still work.’ ”

Managers may understand the need to adapt and evolve. However, managing employee expectations, which can encompass anything from requests for relaxed dress codes and pet-friendly office spaces to demands for corporate activism on social and political issues, can prove complicated, especially without a model to follow.

Auger-Domínguez says managers can build harmonious professional relationships across generations by being open communicators who demonstrate a willingness to hear and consider new ideas — even if they can’t act upon them or fulfill every request. When she was leading a team, Auger-Domínguez says she would frequently ask colleagues questions like, “How are you experiencing me? How is my tone in emails?” Building trust by listening and being consistent and thoughtful, she says, lays the groundwork for being met with understanding when a manager later has to explain why a request is impossible to deliver on.

Dhar’s research supports that tactic. He recommends those supervising Gen Zers cultivate a “coach-like managerial style.” In 2022, he published a study in the Leadership & Organization Development Journal describing this approach. “It involves asking more than telling, being an active listener, helping the team member recognize their strengths and trusting them with challenging tasks while providing a safe space to make mistakes,” he says.

For Microsoft’s “university hires” (its term for fresh grads), Klinghoffer emphasizes the importance of providing strong managerial support and increased face-to-face interaction, particularly in their first months of employment. This engagement enables managers to get to know their employees and develop relationships while also helping to set clear expectations and establish an understanding of the company’s policies and culture. “This not only facilitates quicker onboarding but helps set them up for growth within the organization,” Klinghoffer says.

Embedding employee-friendly practices into company culture through clear and consistent policies is ideal. This ensures uniformity across all levels, preventing situations where flexibility varies between managers. Auger-Domínguez cites the example of a creative agency founder who incorporated measures to prevent burnout directly into employment contracts, including prohibiting meetings early on Mondays and after 2 p.m. on Fridays.

Klinghoffer also suggests that companies wanting to retain up-and-coming talent conduct annual “career check-ins” designed to help managers better understand and support employees’ career goals.

Furthermore, Klinghoffer recommends companies invest in systems that promote regular engagement and feedback. While quarterly surveys may be appropriate for some companies, she recommends more frequent ones, even daily “pulse” surveys, which can provide valuable insights into employee sentiment consistently.

Auger-Domínguez acknowledges that managers may find some of that feedback surprising. She stresses the importance of adopting a mindset of continuous learning, as unconventional ideas could prove beneficial. “I still remember the first time one of my employees asked for a mental health day,” she says. “I wondered, ‘What is that? I’ve never heard of it. But I think I need that too!’ ”

Gen Zers should also take proactive steps to enhance their job satisfaction, Dhar says. He studies the concept of the “ideal self” — an aspirational vision of one’s best possible self that serves as a driving force for career development. He says engaging in diverse experiences both in and out of the workplace — such as joining cross-functional teams or participating in a volunteer activity with colleagues — contributes to this vision.

Sharma, for example, leverages her firm’s employee resource groups to develop connections that extend beyond work. “I’m building a network of people who I don’t just talk to about work, but about hobbies, passions and struggles,” she says. “This community I’ve built for myself allows me to feel accepted for who I am.” This approach has enhanced her career satisfaction and has helped her feel more empowered. “As a Gen Zer helping to hire other Gen Zers, I feel like I bring a unique perspective to the table, and this experience has helped me better appreciate my unique contributions.”