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.

About the research

These findings are drawn from an analysis of 60,000 individual profiles across more than 30 countries, exploring how behavioural strengths evolve over the course of a career.

Looking beyond generational stereotypes

Generational labels are appealing because they help us make sense of a diverse workforce.

If younger employees appear to approach work differently, it is tempting to explain those differences through the lens of generation. Likewise, when experienced colleagues display particular strengths, we often assume these are linked to age.

The danger is that stereotypes can become shortcuts. Rather than understanding individuals, we begin to make assumptions about how people think, work and contribute.

The reality is far more interesting.

Whilst there are some observable differences between generations, our research here at Belbin suggests that workplace contribution is influenced by a combination of age, experience, opportunity and context. Understanding these factors gives us a much richer picture than generational labels alone.

What We Often Interpret As Generational Difference May Actually Be The Result Of Experience, Career Stage And Increasingly Defined Strengths

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 Analytical Graduate And The Innovative Senior Leader May Be More Common Than Our Assumptions Suggest

Why intergenerational teams matter

These findings help explain why intergenerational teams can be so powerful.

People at different stages of their careers bring different experiences, perspectives and approaches. Experienced colleagues may contribute organisational knowledge, perspective and judgement. Less experienced colleagues may offer fresh thinking, challenge established assumptions and bring new perspectives on technology and ways of working.

Neither contribution is inherently better.

The value comes from bringing them together.

When organisations create opportunities for different generations to learn from one another, they benefit from a wider range of perspectives and a richer mix of behavioural strengths.

This is particularly important at a time when organisations are navigating rapid technological change, shifting workforce expectations and increasing complexity.

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.

The future of teamwork will not be shaped by one generation alone. It will be shaped by organisations that recognise, value and combine the strengths that different people bring.

Explore the full research

The Future of Teamwork 2027: From Research to Impact brings together the complete findings, evidence and practical insights from our latest research.

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The Future of Teamwork 2027