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THE IMPACT OF GENERATIONAL

DIFFERENCES IN THE WORKPLACE

Colette Tanner, Chief (1928-1945), Baby Boomers (1946- a large portion of business leaders, they are fairly compensated for their name is said to stand for
Operations Officer, 1964), Generation X (1965-1980), top management, and executives in all of their contributions. They “Zoomers”, a nod to the fact that
DRG Outsourcing Millennials (1981-1996) and Gen Z the workplace today. value work-life balance and often they are the first generation to
(1997-2012).
grow up with widespread access
seek stability in their careers.
G The Traditionalists the labour market in the next Gen X exhibits a hands-on and to the internet and smartphones.
Baby Boomers will depart from
autonomous leadership style.
They are digital natives and
decade, which will likely impact
Traditionalists, the first recorded
enerational generation in the workplace negatively on the workplace due to The Millennial Generation considered more technologically
advanced and strongly resemble
the significant loss of knowledge
theory is used growing up in an arduous era, and skill. As a result of the Millennials are unlike any their predecessors. Gen Z and
to explain the exposed to the Great Depression transitioning and generational other previous generations Millennials have similar values
cultural and World War II, displayed complexities, employee witnessed by the workplace and and progressive views. Gen Z
change based earnest, melancholy, conventional engagement and retention has hold distinguishable views of are highly collaborative with a
on the era an and stoic characteristics. The become a priority of the employer. the world and workplace. Their pragmatic attitude. Gen Z may
individual Traditionalist generation Organisations recognise that they distinct characteristics tend have scepticism towards corporate
is born arguably survived humanities must place emphasis on workforce to be misunderstood among executives, particularly in light
into and greatest atrocities. These shared retention strategies and workforce other generational cohorts of perceived corporate greed and
describes a recurring cycle of age experiences translate in the planning to accommodate and managers. The Millennial unethical practices, which may
cohorts called generations. The workplace as a strong work ethic, knowledge loss and skills deficits. generation is characterised by a lead to a lack of trust in authority
rhythm of generations depends employment and their ability to Highly ambitious and career- high degree of racial, cultural and figures within the business world.
on the timing of historical, social, contribute was a privilege, loyal driven, this cohort is driven by ethnic diversity. The Millennial Authority figures such as
and cultural events that affect to an institution, rule abiding promotions, rewards, and other is highly social and is conscious politicians, social justice or
people’s experiences. World events and respectful of authority. The accolades to confirm that they’re of the impact of life on the activists, tend to have a significant
and social trends during a specific Traditionist employee tends to be “climbing the ladder” successfully. environment. The techno savvy impact on Gen Z’s beliefs and
period of time and significant less concerned with workplace Workplace strategies, which Millennial has had exposure behaviours, especially if they
culturally bound life stages for culture, and their view of labour include reverse mentoring, may to technology and the media align with their generation’s
example education, marriage, is more financially transactional. bridge knowledge gaps, develop throughout their formative years values and aspirations. Gen
building family, working years, Traditionalists tend to stay in leadership skills at both the and views technology as integral to Z may respect and value the
influence goals and values and roles and at companies longer junior and senior levels, facilitate their existence. This cohort views opinions of authority figures
shape a cohort’s thinking and than members of any other respectful relationships between the workplace as an extension of who they perceive as credible,
attitude toward life, relationships generation, valuing stability, different generations in the their home life. The Millennial knowledgeable, and transparent
and the workplace. This moulding security, and loyalty above all else. workplace, support generational used their perception of the in their communication. However,
of ideologies and behaviours The Traditionist has mostly exited inclusivity, promote diversity and workplace to their advantage and Gen Z may be less likely to
defines the group as a generational the workplace and have left an increase employee engagement. with changing traditional notions automatically respect authority
cohort, distinguishing one indelible mark. of entrepreneurship and reshaping figures based solely on their
generation from another. Cohorts Generation X industries across the globe, a position or title, and may instead
provide a basis for understanding Baby Boomers In the cohort Generation X, new breed of entrepreneurs took look for evidence of competence,
social movements and how The birth years of the Baby the X was used to signify the centre stage. With their unique integrity, and alignment with their
social change occurs while still Boomer are the late 1940s to mid- generation’s resistance to a label. characteristics, innovative mindset values. Gen Z’s level of respect and
preserving cultural traditions 1960s. This generation was named This generation is often referred and digital fluency, this new wave value for authority figures may also
and identity. after the “boom” in birth rates to as the latchkey generation of business pioneers have leveraged be influenced by their personal
For example, generations after World War II, when soldiers as the Baby Boomer parent technology and embraced social experiences, background, and
responsibilities in a way that is
growing up during war time or coming home from the war settled was career driven. Gen X were having a significant impact on the exposure to different perspectives.
a recession learn survival values down and raised families. Political self-raised in a time of great world. Gen Z values a balance between
such as financial determination, and social upheaval outlined social upheaval, which led to a autonomy and collaboration. They
rationality, materialism, respect the Baby Boomer’s formative greater sense of independence To the Millennials, managers tend to question authority not
and power. Similarly, those years, the Baby Boomer rebutted and self-reliance. During their and workplace hierarchy are less merely out of scepticism but rather
generations who grow up in power and leadership and aimed formative years, Gen X witnessed respected and viewed more as as a means to ensure transparency
periods of socio-economic security at fixing society’s ills through an economic downturn resulting coaches and mentors and favour a and clarity.
learn postmodern values, such as various civil rights movements. in mass job loss and companies workplace that prioritises work-life
tolerance of diversity, equality and The Baby Boomer had a particular downsizing. Over-educated, integration and flexibility, seeking Creating Supportive Workplaces
self-actualisation. effect on the growth of culture, resourceful and sceptical Gen X purpose in their work. Millennials Managing a multigenerational
prosperity and demand for service. faced an overcrowded workplace often appreciate collaborative workforce comes with its own set
The result of the myriads of Described as the generation of saturated by the Baby Boomer. and inclusive leadership however
different generational cultures in vision, the identity of this cohort They may challenge the status may question authority and seek of challenges. Understanding the
the workplace, where each cohort lies in achievement and prosperity. quo and seek autonomy. Gen X more open communication with preferences and needs of each
owns its unique characteristics Post-war gave new life, the Baby seek out clear, consistent feedback management. generational cohort can help
and behaviours, presents a need Boomer was handed the gateway and prefer to have important leaders create a more inclusive
to shift management styles to to educational advancement, conversations face-to-face and The Zoomers and supportive workplaces. As
bring about optimal working becoming a driven generation. As thrive where their professional Gen Z is the offspring of we navigate this unique juncture
synergies. Employing a variety a result, this generation constitutes experience is valued and where Generation X. The “Z” in of work ethics, communication
of generations can have great styles, and career aspirations, it’s
benefits for an organisation, from crucial that leaders proactively
expanding perspectives to creating adapt their leadership approaches
a dynamic team with an arsenal to ensure they create effective
of complementary strengths. and ethical cultures, and meet
However, managing generational governance, stakeholder and
differences in the workplace can sustainability imperatives. 
be uniquely challenging, as
collectively the cohorts may all For more information please contact
have vastly different needs and Colette Tanner,
goals. There are convincing T: +27 (0)31 767 0625
generational differences, where E: colette@drg.co.za
the most cited refer to leadership, W: www.drg.co.za
loyalty, satisfaction, innovation
and motivation.
The generational groups
are labelled and include the
Traditionalist or Silent Generation

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