Some call it the workplace transformation. Others call it workplace generation gapping.
It may be stealthly and subtle, but it happens. Every few years, the workplace adjusts and transitions to a new generation and a tsunami of recent immigrant employees with new skills and expectations, new traits and values, new outlooks and new work must-haves.
In Edmonton, and in workplaces throughout North America, the shift continues. Boomers (61 to 79) are a fading and are 19 per cent of the workforce. Gen X (61 to 79) are 35 per cent and Millennials (29-44) are still lynchpins of the workplace but also topping-up their nest eggs.
Gen Z, born between the late 1990s and the early 2010s, are starting their careers having survived crippling COVID shutdowns, a time of growing inflation, mounting student loan debt, a housing crisis and an impending recession. Yet, they are resilient and already about 30 per cent of today’s workforce – and getting much workplace attention.
The employer challenge is how to effectively recruit, engage, motivate and manage the younger demographic and recent immigrant employee, who prioritize everything from an employer’s ethics to flex time, remote work, personal lifestyle perks, benefits and other features of a contemporary work-life balance.
“Generational differences will always be an issue,” says Dr. Bruce Thomson, associate professor and specialist in human resource management and organizational behaviour with MacEwan University’s Department of Management and Organization. “For most HR practitioners, the issue becomes how do we develop policies that reflect the age diversity of our workforce? It becomes an issue of harnessing the knowledge and skills that all the generations can bring to the workplace to help organizations succeed.”
According to Chris Ball, executive director of Career Professionals of Canada (CPC), the national not-for-profit human resources association, the HR focus is changing, particularly to accommodate the various aspects, needs, expectations and motivation of Gen Zs.
“Career professionals are seeing this shift firsthand as Gen Z navigates the workforce. Employers are starting to recognize that Gen Z brings different expectations around purpose, flexibility, diversity and mental well-being. New job seekers often gravitate toward organizations that clearly articulate values, promote inclusion and provide transparent career paths. We are seeing more HR departments actively responding to that demand with revamped policies and branding.”
She adds that the new generation’s outlook and lifestyle priorities are vital issues for today’s employers.
“HR professionals often help Gen Z job hunters articulate their priorities and they become central considerations in job searches. Gen Z’s lifestyle priorities, such as location flexibility, environmental responsibility and mental health support, are no longer fringe concerns. They are standard expectations. In fact, in some situations, well-informed, values-driven young applicants pass over employers who fail to meet those kinds of expectations.”
As the workplace adjusts and adapts, new hires as well as the seasoned and established workforce must deal with changed and changing workplace routines, risks and challenges. Technology and distraction, stress and burnout are routine facts of work life.
“Employees today are all looking for work/life balance, and technology is a basic requirement,” Thomson explains. “Cell phones are not a luxury but a necessity, and thinking of technology as a distraction is far from accurate. HR professionals must learn to embrace technology and use it to facilitate learning and development. Cell phones are no longer just a communication device. They are a business tool. The question now becomes, how far can we take it? What are the boundaries? Is an employee on call 24/7 just because they have a cell phone? We are now seeing employees and employers setting boundaries to protect employees’ work/life balance from the blurred lines of digital communications.”
He adds that technology is a constant challenge because of the pace of change within technology. It seems that as soon as we master one technology it has become obsolete.
Ball points out that, “This generation grew up with technology, so they are incredibly adept but also more prone to distraction and digital fatigue. Career professionals are coaching Gen Z about managing attention and setting healthy boundaries around tech use, especially in remote or hybrid roles. Employers are increasingly building in structures to support digital wellness, encourage breaks and offer flexibility because they recognize that burnout and lack of balance can lead to disengagement and turnover.”
According to various HR studies and reports, compared to prior generations, younger workers report higher levels of general stress and burnout at work. A recent, major health in the workplace survey tracked that nearly 60 per cent of contemporary employees agreed that remote and hybrid work can increase productivity and reduce workplace distractions, while conventional in-office situations are often stressors that trigger mental health difficulties like stress and anxiety. A recent Gallup survey showed 68 per cent of Gen Z, younger millennials and even some Gen Xers felt stressed out most of the time at work.
Burnout and stress have an impact on long-term career progress and work performance and are also linked to physical health and strained interpersonal ties. Some HR professionals suggest burnout is a key reason why young workers are more prone to job-hopping.
“Stress is something that is ever present in the workplace. What has changed is the stressors,” Thomson suggests. “We are connected through technology 24/7. Especially at work, people are bombarded with information. The key to reducing stress is, and always has been, understanding what causes stress and taking steps to reduce it. Employers today have far more tools available to them to help reduce stress.”
The Edmonton workplace is buzzing with new hires. The challenges for employers and HR professionals are many. Bridging generational gaps is important.
“Employers are tasked with managing teams that often span four or five generations, each with different expectations and communication styles,” Ball emphasizes. “Another is supporting mental health without stigma, because while many new employees are vocal about their needs, not all employers are equipped to respond – and there is also the HR pressure to build inclusive workplaces that go beyond surface-level DEI policies.”
Employers updating their company’s approach, and ways of doing things in the workplace is vital.
“Generational differences will always be an issue,” Thomson says. “So for most HR practitioners, the challenge is how to develop policies that reflect the age diversity of our workforce. It becomes an issue of harnessing the knowledge and skills that all the generations bring that ultimately helps organizations succeed.”
Employers and HR professionals, caution is advised about employers overlooking the generational transition and the shifting wants, needs and must haves of today’s employees. It’s an undisputable fact that organizations risk obsolescence if they fail to adapt to contemporary demand for a work-life balance that emphasizes autonomy, purpose and personal growth.
Business leaders must embrace individuality, prioritize purpose-driven work and offer flexible, hybrid models to attract and retain Gen Z and other new talent.
