We are living in an environment that is being challenged with immense insecurity, uncertainty and revolutionary technology. As humans we want to remain relevant, skilled and employed in a competitive world of human and AI. Along with having to navigate this environment, we also need to be able to work with each other in the context of various generations. How do we work with each other harmoniously whilst maintaining healthy conflict? This article aims to explore the characteristics, behaviours and working styles that can create better working relationships and enhance diversity in the workplace.
In today’s age, we navigate a terrain of deep-seated insecurity and marked unpredictability, even as we stand at the threshold of an AI revolution. There is a race to stay relevant, skilled and employed that is intensified by the growing symbiosis of human intellect and artificial intelligence. This complex network not only demands adept navigation but also necessitates effective collaboration across diverse generational cohorts. Within the complexities lies a wealth of opportunity that leverages our ability to nurture robust exchanges while also encouraging beneficial debate. This article delves into the distinctive attributes, behavioural patterns and professional dispositions that are pivotal in forging working alliances and augmenting workplace diversity.
In an age of dynamic progress, where artificial intelligence has sparked a revolution, we stand on the cusp of yet another transformative shift: the generational evolution.
The rise of technology, artificial intelligence and remote work has fundamentally changed the concept of a job. Today’s workplaces are no longer defined by a 9-to-5 schedule or a physical location. The work landscape is instead governed by efficiency, agility to optimise, and the swift delivery of results unbound by geographical constraints. The modern workplace is influenced by unforeseen events, AI-driven outcomes, progressive technology, and the strategic utilisation of vast data reserves to fuel revenue growth. The environment has transitioned from the industrial era to the age of artificial intelligence, where distributed workforces have become the norm.
By the year 2035, it is anticipated that some companies will boast a workforce encompassing five generations. This diverse cohort will range from Baby Boomers, Generation X, Millennials, Generation Z and the emerging Alpha generation embarking on their professional paths. This generational array compels organisations to reassess, reinvent and revitalise their operational frameworks, devise comprehensive training initiatives and craft robust succession strategies to ensure organisational longevity. If these areas are not considered in key strategic initiatives to stay relevant, market newcomers who adopt contemporary work practices, champion diversity and operate at peak efficiency could unsettle the status quo. Such a scenario poses a threat to the stability of more established, conventional entities. Integrating generational diversity into the corporate rhythm is as essential as embracing the rich array of cultures and backgrounds that enrich our workplaces.
The image below outlines the key traits that distinguish various generations and illustrates their approaches to technology usage.
Image 1: Characteristics of Baby Boomers to Alphas.
Utilising current data, the image below outlines a comparison of generational diversity between Australia and the rest of the world.
Graph 1: Created using data from worldometers.info
A decade ago, Generation X was at the forefront of the country’s workforce. Now, as we look towards 2035, millennials have taken the reigns and are projected to maintain their dominance. By 2035, Generation Alpha will begin its race into the employment arena, marking a new chapter in the workforce narrative. At this point, five distinct generational cohorts will be actively engaged in the workforce, each bringing its own unique set of attributes and challenges to the professional landscape.
The presence of diverse generations within a workforce enriches us with a spectrum of distinct eras, values, insights, expertise and abilities. In 2023, 140,000 individuals embraced retirement in Australia. Based on the economic climate, it’s becoming increasingly common for individuals to postpone retirement due to economic factors, often finding themselves in roles that were inconceivable half a century ago. Looking ahead, we can expect a significant segment of the workforce to report to younger managers, highlighting a broad array of differences. The jobs of the future have already arrived, and we anticipate the emergence of even more roles that are yet to be conceived.
To navigate uncharted territories of workplace culture, grasping fundamental distinctions in the work styles across generations is essential.
The images below outline the top behaviours and working styles of these generations.
Image 2: Working Styles of Baby Boomers to Gen Z.
The work habits and preferences of Generation Alpha remain to be seen; they are the first generation to be born entirely within the 21st century. Representing an unprecedented demographic milestone, this group is poised to become the most populous in human history, surpassing 2 billion individuals ².
Are we Prepared for the Future?
As Generation Z graduates enter the workforce, they expect to use technology to make a significant impact in their jobs. To retain this top-tier talent, organisations must equip them with cutting-edge tools that enhance job performance and efficiency. This is particularly crucial as teams increasingly integrate AI and digital counterparts into their workflows.
Over the last 2 years, 90% of the world’s data was created, yet strategies to manage this avalanche of data remain inadequate. In this evolving landscape, it’s imperative to focus on the best talent across all generations, backgrounds and work arrangements, providing them with the necessary resources to excel. Workplaces must adapt to appeal not only to Millennials and Generation Z but also to the upcoming Alpha generation. These ‘Born Digital’ cohorts have been immersed in a technology-infused world at the commencement of their careers. By 2035, it’s anticipated that digitally native individuals will lead many organisations, steering them with a tech-first mindset.
Millennials and Generation Z are projected to be pivotal in driving an estimated $1.9 trillion in economic profits. Their ability to inject value and foster innovation in the workplace is expected to be a significant contributing factor to this financial surge¹.
The vast majority of Gen Z and millennial workers are in pursuit of purpose-driven careers, boldly rejecting positions that clash with their values. Despite this, there is a notable gap in employer-provided training; just over half report that their companies offer adequate instruction on the capabilities, advantages and significance of Generation AI, with only 51% of Gen Z and 45% of millennials affirming such support³.
How can we effectively adapt the evolving dynamics of the modern workforce?
• Cultivating a Learning Culture: The generational continuum should be leveraged to create a vibrant, innovative environment that bridges age gaps and fosters continuous learning.
• Blending Technology and Talent: It’s vital to enhance the synergy between technological tools and human expertise.
• Bridging the Skills Gap: strategically hiring graduates who possess modern skills and pairing them with seasoned professionals for mentorship, organisations can effectively bridge the gap in skill shortages, especially within the realm of data-centric disciplines
• Operational Model Evolution: There’s a deep need to transform the workforce structure at all levels to align with the evolving demands of the workplace.
• Fostering Openness and Collaboration: Establishing a transparent culture that encourages communication and shared learning can lead to greater collective success.
• Maximizing Technological Efficiency: It’s essential to determine how technology and available tools can be utilised more effectively and collaboratively across diverse groups.
As the world progresses towards 2035, the traditional corporate office landscape will transform. Rather than maintaining expansive, company-owned premises, organisations are expected to pivot towards a network of leased, interconnected hubs. These spaces will provide flexible environments for work and collaboration as required.
Su Jella
Women in AI – Winner (APAC)
Top 25 Analytics Leaders, Australia
Su Jella helps to drive innovation and opportunity using data and AI capabilities. A visionary in Data, Analytics and AI, Su doesn’t merely confront the question, ‘What do we do with all this data?’
Instead, she transforms this challenge into an enlightening journey of discovery, deriving actionable insights that fuel smarter business decisions. Her strategic vision and leadership have been a catalyst for transformative growth in top-tier organisations, revolutionising their decision-making processes, operational efficiencies and growth trajectories.
See Su’s profile here.