The world of work seen by multiple generations: different approaches, one challenge.
The world of work is evolving rapidly, and more and more generations are interacting within it, often with very different approaches.
If once a "permanent job" represented the common goal, today, with the entry of new generations, companies find themselves having to manage a variety of needs and expectations never seen before.
Baby Boomers, Generation X, Millennials, Generation Z , and soon, Generation Alpha are all at work together, each with their own perspective on what they should look for in work and the role it should play in their lives.
Let's see together what is changing and what it entails, trying to identify with each of them and understand if a good company policy, based on welfare, can really satisfy everyone.
Today's generations at work: who are they and how do they differ?
The main generations that populate the Italian working world today are:
- Baby Boomers (1946–1964)
- Generation X (1965-1979)
- Millennials (1980-1996)
- Generation Z (1997-2012)
- Generation Alpha (from 2010), who will begin entering the workforce in 5-10 years.
Today, the different expectations of these generations regarding work are increasingly evident compared to the past.
Each generation has had unique experiences and developed its own scale of values , but the common denominator - as we will see - remains a growing demand for a work-life balance , as well as the importance of working in environments that reflect one's values.
Let's look at the individual points of view in detail.
What did we expect and what do we expect from work today?
The Baby Boomers were the generation that saw work as a pillar of their identity.
During their growth period, the importance of stable employment, often tied to a single company, was considered the key to success.
Today, most of them still consider work a long-term goal, but they also seek financial stability and security. According to a report by F eltrinelli Education , nearly 40% of those born between the late 1940s and 1960s don't plan to change careers, preferring continuity.
Those born in the late 1960s and 1970s, on the other hand, experienced the transition from an industrial to a digital economy and are therefore less idealistic than Millennials, but still pragmatic. They aspire to a job that offers a good quality of life, but also independence.
Generation X —despite a strong sense of duty—is no longer willing to sacrifice their personal lives and seeks a healthy balance between career and family. A study conducted by Deloitte shows that 58% of them favor work models that promote a good work-life balance.
Millennials (Gen Y) , on the other hand, grew up with the idea that work shouldn't necessarily be just a source of income, but also a source of personal fulfillment. They therefore want a job that reflects their values, particularly those related to sustainability, ethics, and social impact.
Flexibility, continuous professional development, and the opportunity to advance in an environment that values diversity are therefore highly valued. Today, more than 70% of Millennials seek a company that guarantees meaningful experiences and invests in corporate culture, inclusivity, and well-being.
Digital natives, or Generation Z , are the youngest in the current workplace; they have a profoundly different outlook on work than previous generations: they desire flexible hours, opportunities for continuous learning, and work that offers real opportunities for social impact.
Gen Z is also much more likely to change jobs frequently when they no longer meet their expectations or needs, particularly with regard to inclusivity, ethics, and corporate culture. Recent studies reveal that 64% of Gen Z members prefer to work for companies that promote authenticity and psychological well-being (Source: Deloitte Global Millennial Survey).
Generation Alpha , or those born from 2010 onwards, is the one that has not yet officially entered the world of work.
More and more digital natives, raised in an environment pervaded by technology and artificial intelligence, have job expectations that aren't limited to fulfilling work, but extend to a constant pursuit of innovation and customization.
It is therefore expected that this generation will be highly focused on finding a balance between work, social life and personal passions, in an increasingly technological and interconnected environment.
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But how does all this translate into practice? How does it impact everyday life at the company?
Approach to work and role in life: differences and contrasts
As we have seen, the approach to work changes radically from one generation to the next…
Baby Boomers tend to place work at the center of their lives, with long hours and a dedication that often leads to exclusive commitment.
Generation X , on the other hand, although it recognizes the importance of work, considers career as a part of life and not the only aspect.
Millennials are increasingly looking for jobs that fulfill them, allow them to grow, and respect their personal values, without sacrificing their private life. Generation Z , meanwhile, doesn't see work as separate from their lives and seeks flexibility and physical and mental well-being, often preferring remote or hybrid work.
It is therefore very likely that the future Generation Alpha will focus on careers that combine a passion for technology with a desire for social change and well-being.
Very often, these very different realities coexist in the workplace today, highlighting discrepancies and conflicts, linked precisely to different approaches and commitments, as well as to a different social value attributed to the profession itself.
The company's commitment to achieving the common goal of making the workplace a healthy and pleasant place for its employees and collaborators therefore faces a new challenge: how can everyone's wishes and expectations be met equally?
Corporate Welfare as a customizable tool for a welcoming workplace for all generations
A crucial tool for addressing generational differences at work is Corporate Welfare ; and the fact that it is becoming increasingly customizable is no coincidence.
To meet the needs of each age group, targeted benefits and initiatives are needed, and to do so obviously requires a preliminary analysis , which is essential for audits , listening, and continuous requests for feedback .
Today, there can no longer be (if there ever was) a single welfare model that works for everyone; the most effective approach is undoubtedly one that offers diversified solutions , designed for each generational group, thus promoting the integration and well-being of all employees.
Let's take a detailed look at the precautions a company can take into account on a case-by-case basis.
Welfare for Baby Boomers and Generation X
For more experienced employees, corporate welfare should include pension plans and advanced healthcare programs , as well as refresher courses on new technologies and soft skills , which allow them to remain competitive in the job market. Furthermore, to support Gen Xers , who often find themselves in the position of having to juggle both work and family responsibilities, companies could offer support for family care and more flexible working hours.
Welfare for Millennials and Generation Z
Millennials and Generation Z , on the other hand, prefer a welfare system that responds to the needs of work-life balance , with initiatives related to flexible hours , remote working and psychological well -being .
Benefits such as continuing education plans , mentoring , leisure vouchers ( enhancing free time ), and mental health support are particularly appreciated by these generations.
Another key element for young people is the possibility of being able to independently choose between different welfare options : it is in fact evident how today individual family situations can influence the needs of adults, just think of the radical incongruity between the priorities of a parent and a single person.
Welfare for Generation Alpha
Generation Alpha , which will enter the world of work in the coming years, will certainly have even higher expectations in terms of innovation, inclusiveness and personalisation of welfare.
It is expected that offering opportunities for technological development, advanced work-life integration , and support in creating careers aligned with one's passions will be essential.
How to fight ageism and the generation gap
Another crucial aspect to address in the company (which we have already discussed on other occasions) is ageism , or discrimination related to age, whether it is aimed at the youngest or the oldest.
Today, more than 30% of workers over 50 say they feel excluded from training and career opportunities, but—at the same time—younger workers are still too often seen as “too inexperienced” or “too fickle.”
Breaking down these barriers and creating a work environment that's not only inclusive, but also collaborative and capable of capitalizing on differences in experience and skills is crucial!
Companies can adopt inclusive policies that promote intergenerational exchange through mutual mentoring and shared refresher courses . In this way, the experiences of older employees can enrich the skills of younger employees, and vice versa.
A diversity and inclusion in welfare (D&I) must include personalized programs and benefits, designed to meet the needs of a diverse workforce, and create a work environment where ALL employees, regardless of their personal characteristics, can feel valued and supported.
The intergenerational future of companies
Companies that are able to respond to the diversified needs of different generations by promoting flexible and inclusive welfare policies will also be more competitive and attractive on the market.
Customizable welfare is therefore today more than ever a powerful and concrete ally in maintaining high engagement and reducing turnover , contributing to a more harmonious and productive work environment.
Already today, and even more so in the future, generational integration will no longer be just a necessity, but a fundamental strategic resource for the success of organizations.