Gen Z’s entry into the workforce has changed workplace culture, prioritizing aspects like work-life balance, autonomy, flexibility, and incentives. 

Many also prioritize a sense of purpose and fulfillment regarding their work. According to Deloitte’s 2024 Gen Z and Millennial survey, 86% of Gen Z say it is very or somewhat important to their overall job satisfaction and well-being. 

Boomers and older generations, on the other hand, pursue a more traditional and linear career, prioritizing productivity, even to the point of overworking. As younger generations start to take over in the workplace, tensions rise, especially when Gen Z assumes leadership roles and begins to shape the culture of their organizations. 

WORK STYLE DIFFERENCES

Sarah ElAshmawy, the culture consultant at Together, says baby boomers and Gen Z have “radically different relationships with the workplace.” 

She explains that baby boomers’ core belief about work is commitment; their experience with the workplace is built on a sense of meritocracy and the belief that if they work hard, they will be rewarded. 

On the other hand, Gen Z, a generation that has gone through the growing pains of multiple economic crises and the takeover of tech and AI, feels that they are a disposable resource to their companies, whether through mass layoffs witnessed in the economic crises or automation waves. Hence, one of their core values is “balance,” they take great pride in being open about their boundaries and needs. 

“This distinction is important as it impacts the core of the relationship with all workplace elements including management relationships, discretionary effort and willingness to leave,” AlAshmawy.

She references Together’s work across the region, noting that Gen Z expects fairness, the right tools to achieve their goals, transparency around performance evaluation, and evolving compensation and benefits packages to match their economic reality. 

“In contrast, boomers will take great pride in staying loyal to one company throughout their employment. This desire for stability and strong loyalty often leads to boomers prioritizing productivity and output, even if they lack the resources,” she adds.

Mariam Ahmed, 25, a media professional, retells her experience in the government sector and working with older generations. She says Gen Z prioritizes their mental and general health over productivity.

“Simply put, we don’t find any interest in working ourselves to an early death. Unfortunately, we were born into a time of constant economic struggle. We haven’t seen the good old days when you could buy the entire world with $10,000,” adds Ahmed. 

“That shifted the mindset of ‘work hard, and you won’t have to work hard forever’ to ‘work efficiently, take care of yourself, you’ll be doing this for a while.’  Gen Z can’t imagine saving up for the future; money has no basic value now, so we enjoy it while we have it.”

According to Ahmed, this mindset has long fueled tension between boomers and Gen Z. “Boomers are known for working tirelessly, starting at 8, logging in by 9, and staying until the job is finished. In contrast, Gen Z clocks in exactly at 9 and checks out by 5:01”

The conflict arises when a boomer expects a Gen Z worker to stay late to complete a task, only to be met with surprise and resistance.

CONFLICT AND TENSION

Hannah Irfan Siddiqui, a DEI corporate strategist and organizational culture consultant, says five generations currently participate in today’s workplaces. 

She notes that instead of capitalizing on the potential of this diversity in perspectives and experiences, organizations are warned to approach with caution and wariness for fear that such differences will cause disruptions and conflicts in the workplace.

“This fear-mongering is mainly based on the perpetuation of generalized negative stereotypes around each generation’s motivations, values, and approaches to work and presenting them as the source of potential friction between the different groups. This approach can prove to be harmful and increase workplace biases.”

Siddiqui explains that Gen Z has been more susceptible to negative generalizations than other generations. These stereotypes affect their behaviors, attitudes, and work performance.

“Perhaps this is because Gen Z candidates are new to the workplace, and we still have limited data and research on which to base our opinions.”

ElAshmawy notes that because of the generations’ differing values, Gen Z professionals will likely encounter resistance and pressure from their boomer managers and leaders, who will view their prioritization of work-life balance as laziness, a lack of commitment, or respect for authority. 

“As a result, Gen Z will often face increased pressure from their baby boomer managers or leadership to prove their commitment to the company through long hours and discretionary efforts before they can see career and compensation progress. Gen Z often describes this management style as a controlling and  hierarchical mindset.”

However, the tide is currently turning. The recent prioritization of innovation, efficiency, and agility in the workplace, as well as the rise of the GIG economy, has further empowered Gen Z and given them the ability to challenge the legacy “9-5, employer-employee”  mode of work.

As a result, Gen Z has become a generation whose tech savviness has positioned them to be best fitted to lead teams.

“In offices, layers between boomers and Gen Z are shrinking, with Gen Z professionals leading strategic teams. And in cases where Gen Z are sitting in leadership teams with boomers, their differing values stand out in their leadership styles, creating confusion within teams about what is expected and what good leadership looks like.”

CULTURAL FACTORS

Ahmed says cultural factors affect how both generations deal with each other in the workplace. “In Egypt, we are taught to respect our seniors at a very young age. I believe that ingrained sense of moral superiority that elders believe they have influenced day-to-day dynamics at work.”

“When a new young employee is hired, the senior boomer employee expects to take on a mentorship role, but Gen Z wouldn’t always need to be mentored, they can truly just google it.”

She notes that along with the generational gap comes an educational gap, where Gen Z is taught how to do things more efficiently and quickly, while boomers are still stuck doing things their way as they have always done. 

“This makes boomers perceive our individuality and self-driven nature as disrespectful, as if we’re shunning the years of experience they’ve got on us.”

ElAshmawy notes that Gen Z in the region is the generation with the most exposure to the world and its diversity, through their internet access and the region’s changing demographic make-up. In this sense, it is not likely that they are carrying traditional values into the workplace. 

“It is also important to note that Gen Z in the region is the generation of  ‘individualization’; they have a high ambition to authentically put the region on the map. So while they drive with innovation and efficiency, they also seek to preserve distinctive pieces of the  regional identity and be able to bring their own identity to the workplace.”

THE ROLE OF ORGANIZATIONS

Siddiqui notes that organizational strategies are needed to maximize the value of a multigenerational workforce. She lists five approaches. 

Starting with individual self-awareness, leaders can cultivate an inclusive company culture by challenging their biases around age and generational stereotypes and helping their team members do the same. 

Next comes team strategy, where organizations must educate their team about the value of having a multigenerational team and the common challenges that could arise. They should convey a clear strategy for overcoming and deriving value from their team’s diversity.

Another strategy is planning for knowledge sharing through mentorship programs, forums, or informal interactions. 

“In this way, teams not only establish greater teamwork and collaboration across generations but also retain tacit knowledge that might otherwise have been lost and develop the pipeline for future leaders within the team.”

Siddiqui also highlights the importance of clear communication, where leaders can convey their expectations, communication styles, and approaches to work and do not assume this knowledge from their team members.

Finally, it is trying to bridge the generational gap. “This can be done through creating an inclusive team culture where all members feel a sense of belonging and are heard and valued for their unique skills and attributes.”

ElAshmawy says the best way to manage different generations, nationalities, and working styles is to define the company’s work culture. 

“What this means is to communicate the company’s vision, mission, and values clearly and explain how they translate to behaviors in the workplace. With this clarity in mind, it will be easier to align the leadership and the workforce around workplace expectations that align with the company’s culture identity.”

She also highlights how crucial it is that organizations focus on what unites generations going forward. Gen Z is the future of our workforce, and it is predicted that by 2025, they will be 30% of the workforce. “If we keep focusing on differences, we will miss an opportunity,” says ElAshmawy.