For years, organisations have tried to understand the differences between Baby Boomers, Generation X, Millennials and Generation Z. Countless articles have explored how each generation prefers to work, communicate and develop. But according to new global research from O.C. Tanner, employers may have been asking the wrong question.
Rather than focusing on what separates generations, the company’s inaugural State of Generations at Work Report argues that organisations should be concentrating on what happens when they work well together.
Drawing on insights from more than 5,700 employees across 17 countries, the report suggests that creating what it calls “generational synergy” can have a significant impact on everything from innovation and inclusion to employee wellbeing, customer satisfaction and organisational performance.
Why generational differences are becoming a leadership opportunity
With five generations now represented in many workplaces, managing different expectations has become an increasingly important leadership challenge.
However, the report cautions against relying on familiar generational stereotypes. Instead, it introduces the concept of “generational contracts” – the idea that each generation entered the workforce under different economic, cultural and technological conditions, shaping how they view work, leadership, wellbeing and career progression.
These experiences continue to influence how people communicate, collaborate and respond to change today.
Rather than attempting to manage those differences, the report argues that organisations should create environments where employees of different ages actively learn from one another.
Cross-generational collaboration is linked to stronger business performance
One of the report’s strongest messages is that effective collaboration across generations isn’t simply a cultural aspiration – it appears to correlate with better organisational outcomes.
Employees who experience high levels of generational synergy are reported to be:
- eight times more likely to say great work happens within their organisation
- five times more likely to recommend their employer as a great place to work
- five times more likely to experience inclusion.
The wider organisational benefits are equally striking. According to the research, organisations with strong generational synergy report significantly higher levels of:
- innovation
- customer satisfaction
- organisational growth
- adaptability during change
- trust across the workforce.
At a time when many organisations are navigating continuous transformation, these findings reinforce a broader trend emerging across workplace culture research: relationships and collaboration are becoming increasingly important drivers of organisational resilience.
Wellbeing looks different across every generation
Another interesting finding is that while every generation values wellbeing, they don’t necessarily define it in the same way.
The report suggests:
- Baby Boomers tend to value stability and security.
- Generation X prioritises autonomy and flexibility.
- Millennials are motivated by purpose and organisational alignment.
- Generation Z places greater emphasis on community, development and growth.
Rather than adopting a one-size-fits-all approach, the report suggests organisations should recognise these differing priorities when designing wellbeing strategies.
Notably, employees whose wellbeing needs are supported in ways that reflect their life stage and priorities are reported to be 11 times more likely to experience strong generational synergy.
The findings echo a wider shift taking place across workplace wellbeing, with employers increasingly moving away from standardised benefits towards more personalised employee experiences.
AI may be changing how employees seek knowledge
The research also explores how artificial intelligence is reshaping workplace learning and collaboration.
More than a third (37%) of employees say that increased organisational encouragement to use AI has reduced how often they seek advice from human subject matter experts.
That finding raises interesting questions for organisations investing heavily in AI adoption while also trying to preserve knowledge sharing and mentoring.
However, the report suggests one factor may help offset this trend.
Employees working in organisations with strong generational synergy are four times more likely to seek expertise from colleagues in different generations, suggesting that strong workplace relationships continue to play an important role even as AI becomes more embedded in day-to-day work.
Recognition may have a bigger role than many employers realise
While the report focuses on generational collaboration, it also highlights the role recognition can play in strengthening workplace relationships.
Inclusive recognition practices that acknowledge contributions across different age groups can help build trust, encourage knowledge sharing and create a stronger sense of belonging.
Rather than treating recognition as a standalone engagement initiative, the report positions it as one of several practical ways organisations can strengthen collaboration across increasingly diverse workforces.
What this means for employers
The debate around generations at work has often centred on difference — different expectations, different communication styles and different workplace preferences.
O.C. Tanner’s research suggests a more productive conversation may be emerging.
As organisations continue adapting to demographic change, longer working lives and rapid technological transformation, competitive advantage may depend less on understanding individual generations in isolation and more on creating cultures where those generations actively learn from one another.
For employers looking to strengthen collaboration, improve knowledge sharing and build more resilient workplace cultures, that may prove to be one of the report’s most valuable insights.
You can download the full report here.
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