The big differences among generations at work

The generations at work - Gen Z, Millennials, Gen X, and Baby Boomers - continue to fascinate business leaders and especially those in HR, who are charged with talent management. Trying to understand each generation's attitudes, habits, and history is important. While each person is unique, these shared generational experiences can help people better orchestrate teams and get the most out of individuals. Of course, nothing beats one-on-one training and communication, but generational preferences can be a starting point for leaders. 

As a result, Corey Seemiller, an award-winning professor in the Department of Leadership Studies in Education and Organizations at Wright State University, continues to research the generations at work. Recently, she co-wrote the book Generations in the World of Work (Routledge, 2025), which includes firsthand research. Along with her co-author, Meghan Grace, Seemiller provides an overview of how each generation is facing certain workplace issues like work from home versus return to office policies. 

Seemiller recently sat down with HR Exchange Network to share her thoughts on the generations at work during what is an inflection point for the workplace and geopolitics. Discover what she thinks about how the next generations will carry us into the future: 

HREN: What are some key findings about generational differences in the workplace?

CS: Our study revealed both commonalities and differences across generations. We found that trust and loyalty are important to all generations. However, there were notable differences in perceptions of well-being, leadership, and feedback preferences. Each generation also has distinct preferences for delegation and management styles.

HREN: How do different generations prefer to be managed?

CS: Baby Boomers tend to prefer participatory leadership. Gen X values independence and clear objectives. Millennials often need detailed instructions and frequent feedback. Gen Z typically requires clear boundaries and expectations. It's crucial for managers to understand these differences and adapt their management style accordingly.

HREN: What impact might younger generations have on traditional business hierarchies?

CS: We're seeing a trend where younger employees are sometimes turning down promotions, which could lead to a "conscious uncoupling" from traditional career paths. This shift may significantly impact traditional business hierarchies. Organizations will need to rethink how they cultivate future leaders and create attractive positions to retain talent.

HREN: How are remote work policies affecting Diversity, Equity, and Inclusion (DEI) initiatives?

CS: There's growing concern that backlash against remote work and the implementation of regressive policies could negatively impact DEI initiatives. Younger employees, in particular, may be less willing to accept these policies. This could potentially lead to increased freelancing or exits from the corporate sector, affecting the diversity of the workforce.

HREN: What misconceptions exist about Gen Z in the workplace?

CS: A common misconception is that Gen Z is lazy. However, this view fails to consider the significant economic challenges they face. These include high costs of living, substantial student debt, and often low entry-level wages. It's important to look at the broader context when assessing Gen Z's work ethic and motivations.

HREN: What does the future of work look like according to your study?

CS: Our research suggests that the future of work will likely involve more flexibility in work arrangements and an increased emphasis on employee choice. Organizations will need to clearly demonstrate their commitment to inclusion to attract and retain talent. We may also see potential leadership challenges if younger generations continue to opt out of traditional career paths.

HREN: How can organizations better understand and manage different generations in the workplace?

CS: Organizations should focus on recognizing the different motivations and values of each generation. They should tailor management styles to suit different generational preferences and provide comprehensive DEI training. It's crucial to create attractive, fair positions to retain talent across all generations. Ultimately, the key is to focus on understanding the experiences and perspectives of different generations for effective collaboration and management.

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