What we get wrong about generations at work

Generations have become a familiar lens through which organisations attempt to understand workplace behaviour.

Conversations about Generation Z, Millennials, Generation X and Baby Boomers often focus on what separates them. Each generation is associated with a set of characteristics, expectations and ways of working.

Yet our latest research suggests the picture is far more nuanced than many common assumptions imply. Whilst age and experience can influence how people contribute at work, many of the assumptions we make about different generations fail to stand up to closer scrutiny.

Strengths become more defined over time

One of the most interesting findings from the research is that behavioural strengths are not static.

As people progress through their careers, they gain confidence, broaden their perspective and develop a clearer understanding of how they add value. As a result, their strengths often become more defined and more visible to others.

This should not be surprising. Someone at the beginning of their career faces different challenges from someone who has spent years leading projects, influencing stakeholders or navigating organisational complexity.

What matters is not simply the passage of time, but the accumulation of experience.

This helps explain why behavioural contribution evolves throughout a career. The strengths people demonstrate in their twenties are not necessarily the same strengths that become most pronounced later on. Rather than viewing individuals through a generational lens alone, organisations should recognise that contributions develop over time.

When the data challenges our assumptions

One of the most interesting aspects of the research is where it contradicts popular stereotypes.

For example, younger cohorts showed higher levels of Monitor Evaluator behaviour than many might expect. Often associated with careful judgement, critical thinking and objective analysis, Monitor Evaluator is not typically the Team Role most people immediately associate with younger employees entering the workplace.

Meanwhile, some of the older cohorts demonstrated stronger Plant and Resource Investigator contributions than stereotypes might suggest. Rather than becoming less innovative or outward-looking with age, many experienced individuals appeared to retain, and in some cases strengthen, behaviours associated with creativity, innovation and generating new ideas.

These findings remind us that people are rarely as predictable as the labels we assign to them.

The analytical graduate and the innovative senior leader may be more common than our assumptions suggest.

The future belongs to teams that learn from every generation

For leaders, HR professionals and coaches, the implication is clear.
Generational research can provide useful insights, but it should be used to inform understanding, not reinforce stereotypes.

The most effective organisations focus less on categorising people and more on understanding the strengths they bring.

They recognise that behavioural diversity often matters more than demographic labels, and that different generations have valuable contributions to make.