The contemporary workplace; we’ve got a diverse mix of employees, spanning multiple generations. Each generation—whether it’s Baby Boomers, Gen X, Millennials, or Gen Z—has a unique approach to work, shaped by its formative experiences. If you’re still leading with a one-size-fits-all approach, you might be missing the mark for a significant portion of your workforce. To truly engage employees, business leaders need to understand what each generation values—and adjust their leadership approach accordingly.
Who’s Who in the zoo?
First, let’s break it down:
- Baby Boomers (born 1946-1964): Currently nearing or in retirement, they’ve spent decades in the workforce. Their approach is often more hierarchical and traditional. They appreciate job security, clear processes, and loyalty to the organisation. Baby Boomers currently make up 11% of the workforce, by 2034 they will no longer be working age
- Gen X (born 1965-1980): Known for being self-reliant and skeptical, they’ve lived through corporate upheavals and are highly pragmatic. Flexibility and independence matter most to them. Gen X currently represent 29% of the workforce, by 2034 that will fall to 11%
- Millennials (born 1981-1996): The first digital-native generation, Millennials look for purpose in their work. They want growth, flexibility, and alignment between personal values and company culture. Millennials currently represent 35% of the workforce, this will drop to 32% in 2034
- Gen Z (born 1997-2012): The youngest cohort, Gen Z has just started entering the workforce. They prioritise transparency, diversity, and mental wellbeing. They expect authenticity and leadership that embraces change. Gen Z currently account for 26% of the workforce, by 2034 this will increase to 34%
By 2034 (a quick 10 years away) the elder Gen Alphas will have joined the workforce and the “this generation is so lazy” rhetoric will have passed down from Gen Z to the Alphas.
By 2034 half of the workforce will be aged 37 and younger.
Each generation wants something different—and it’s not just about their age. Life stage, personal experiences, and external factors (like the global pandemic) have shaped their desires. The McCrindle research confirms that generational shifts impact workplace expectations and employee engagement.
What Do These Generations Want from Work?
For Baby Boomers, it’s often about stability and recognition for their years of hard work. They value being seen as an integral part of the organisation’s history and continued success.
Gen X values autonomy and trust. They don’t need micromanagement; they want the freedom to get the job done in their own way. Work-life balance is critical to this generation, especially as many are balancing peak career years with family responsibilities.
Millennials, the largest generation in the workforce today, crave purpose-driven work. According to McCrindle, 80% of Millennials say they want a job where their personal values align with the company’s. They’re not just looking for a paycheque—they’re looking for meaningful contributions and growth opportunities.
Gen Z wants a seat at the table right from the start. They expect leadership to be open to their ideas and feedback. For them, a company that values mental health and wellbeing isn’t just a perk—it’s a must-have.
Life Stage, Not Just Generation
It’s not only generational differences that matter; the stage of life an employee is in can be just as significant. A Gen X employee who’s raising a family will have different priorities than a Gen X-er who’s approaching retirement. Likewise, a Millennial who’s just been promoted into a leadership role may have different goals than one who’s just starting out.
This is where flexibility comes in. Leaders who recognise that each employee’s needs shift with their life stage can better adapt to keep them engaged. Younger employees might prioritise development and flexibility, while mid-career professionals may be looking for leadership opportunities or more stability. Leaders need to check in regularly to understand these evolving needs—don’t assume you know just based on age.
What Are Employees Looking for in a Leader?
Here’s where it gets interesting. Each generation expects different things from leadership. Baby Boomers often appreciate a strong, authoritative presence—someone with experience and confidence. This reflects how they tend to lead, and is at odds with what the younger generations look for in a leader.
Meanwhile, Gen Z, according to McCrindle, favours leaders who mentor and coach rather than dictate. They want leaders who are transparent, collaborative, and inclusive.
Millennials sit somewhere in between, looking for leaders who are both confident and approachable. They want to feel like they have access to leadership but also the autonomy to innovate and grow.
Gen X tends to appreciate hands-off leadership, but still wants direction when necessary—after all, they’re fiercely independent but also practical.
Do you lose a particular age group to voluntary turnover more than any other?
Why INDIVIDUALISED Value Propositions Matter
So, why does all this matter to you as a business leader? Simple: if you aren’t adapting your value proposition to different employees, you risk disengagement, high turnover, and missed potential. You can’t treat a Millennial the same way you treat a Baby Boomer—they’re looking for entirely different things from their work and their leaders.
McCrindle’s research shows that engagement skyrockets when employees feel that their specific needs are being met. Engaged employees are not only more productive, they’re also more likely to stay with your company longer, contribute more creatively, and advocate for your brand.
For example, a blanket benefits package might not hit home for all employees. Gen Z might prioritise mental health support, while Baby Boomers might value retirement planning. Similarly, if you’re offering the same communication style across the board, you may find that younger employees feel overlooked or older employees feel left behind.
The Call to Action for Business Leaders
What’s the takeaway? You need to stop seeing your workforce as one homogenous group and start tailoring your leadership and benefits strategy to meet the unique needs of each generation—and the life stages within those generations. This doesn’t mean catering to every whim but showing that you care enough to engage with what actually matters to them.
Leaders who understand these dynamics, who are willing to adapt, and who invest in individualised value propositions will find themselves at the helm of engaged, productive teams. With each generation bringing its strengths, perspectives, and needs to the workplace, smart leadership means recognising and harnessing that diversity.
Ignoring these generational shifts is a risk you can’t afford. It’s time to rethink your leadership strategy and create a workplace where every generation feels valued. That’s how you’ll keep your employees engaged—and your business thriving.