Why the multigenerational workforce might not exist

The workplace is obsessed with generations.

We all know the stereotypes. Baby Boomers are often described as hardworking but resistant to change. Gen X is sometimes described as skeptical and focused on work-life balance. Millennials are often labeled as idealistic and sensitive. Gen Z in the workplace is said to be overly dependent on technology.

But according to Leah Georges, PhD, associate professor and program director of the Interdisciplinary Leadership doctoral program, those labels are not only wrong, but they may also be leading organizations in the wrong direction.

As a researcher and educator, Georges has spent years studying leadership and workplace dynamics. Her conclusion may surprise some leaders: generations might not matter nearly as much as we think. They might not even exist at all.

The problem with generational labels

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The idea of generations assumes that people born within a span of roughly 20 years hold the same belief and value systems, and that they all differ from generation to generation.

“For years, I’ve been talking to leaders and followers across a wide variety of organizations, and what I've come to realize is that we’re working under the assumption that generational stereotypes are true,” Georges says.

What she has found instead is that, regardless of age, background or career stage, most people want many of the same things:

• Meaningful work
• Flexibility and autonomy
• Support
• Recognition and appreciation
• Opportunities to learn and grow

While these needs may manifest differently from person to person, Georges argues that those differences often have more to do with a stage of life than one unifying generational trait. For example, a new graduate and a late-career professional may both value flexibility, but for entirely different reasons.

“Humans are 99.9% exactly the same ... the 0.1% that does create that distinction,” says Georges. “It’s where the magic happens. That's where we get to share space ... and ask, ‘What makes you tick?’”

How do you manage age diversity in the workplace?

When leaders think of their roles as managing age diversity in the workforce, they risk overlooking what makes each employee unique.

“I think what’s happened is that this focus on generational cohorts, these groups of people, has created a space where we just forgot the people are people,” says Georges.

Assumptions can weaken relationships and prevent employees from contributing to their full potential. Instead, Georges encourages leaders to approach people with curiosity.

Questions such as these can reveal far more than a generational label ever could: