There is a transformative challenge unfolding in every workplace as the dominance of one generation shifts to another.
Our workplaces host four different generations — members of the baby boomers (born 1946-1964), Generation X (1965-1979), Millennials (1980-1994) and Generation Z (1995-2009), who each make a unique contribution to business with their distinct traits and values.
Much has been made of what Millennials have brought to the workplace.
We talk of characteristics such as their intent to influence, confidence with technology, focus on the environment, love of travel and firm views on work-life balance.
At the other end of the workforce spectrum are the baby boomers, who are often described as goal-centric and resourceful, disciplined, team oriented and with a strong work ethic.
Not to be ignored is the Gen X generation, whose members are said to be independent, adaptable and resourceful but also more cynical and sceptical than the Boomers.
And members of the youngest cohort, the Gen Zs, are described as prone to anxiety, want to save money, shape culture through social media and generally grow up faster than Millennials.
We are about to witness a generational shift as baby boomers are superseded as the largest workforce cohort by the Millennials.
It will see a transition of dominance from a generation that is self-involved, career-oriented and goal-driven to one that is highly educated, technologically savvy and socially conscious.
This transition will require a reset of workplace structures and expectations, impact the way we communicate with our teams, redefine the opportunities and challenges we must expect and alter our understanding of workplace flexibility.
The engaged workplace leader will recognise that it is increasingly difficult to assume a common approach to meeting the needs of a team made up of Boomers all the way to Gen Zs.
One-size-fits-all approaches will not drive the best outcomes while favouring one generation over another is fraught.
The multi-generational make-up of today’s — and tomorrow’s — workplaces will require leaders to commit to empathy and understanding of their team’s diverse needs.
They will also need to be wary of over-relying on the general assumptions made about each generation.
Workplace leaders will not need to shift organisational goals and targets — the end remains the end.
But the means to get there will revolve around more workplace flexibility — and perhaps more workforce empowerment — than ever before to reflect the diversity of people who make up our teams.
Every generation has value to offer though they must be empowered and enabled to do so.
Tomorrow’s successful organisations will harness the potential of their multi-generational workforce to capture the benefits, experience and enthusiasm of baby boomers all the way through to Gen Zs.
Professor Gary Martin is CEO of AIM WA