Understanding generational differences in the workplace
At the Sydney Women in Accounting event I spoke at recently, I was asked a thought-provoking question: "The older generation doesn’t care about meaning; they think we should be grateful just to have a job. Are they right?" It struck me that this is something many leaders are likely hearing, especially with some choppier economic waters. The idea that one generation prioritises job security over meaning, while another seeks fulfilment, is a common perception. But is it accurate? And how should leaders navigate these generational differences?
A shift in attitudes
Over the years, the importance we place on the meaning of our work has changed.
It doesn’t mean that one generation is right and one is wrong, however, as McKinsey point out, in ‘debunking age-based myths.’ In the past, particularly for those who lived through economic hardship or grew up in a world where long-term job security was rare, having a stable job was the ultimate meaningful work. This, in many cases, comes from providing for the family or achieving a certain status in the workplace. In contrast, many younger workers, particularly Millennials and Gen Z, are seeking more than a paycheck—they’re looking for purpose, impact, and a sense of personal growth.
This generational shift in attitudes towards work is not about one group being right or wrong. It’s a reflection of the changing nature of work itself. We’re living in a time where technology has transformed industries, and with it, the expectations employees have of their careers. The question for leaders is: how do we accommodate these differing views across multiple generations while building a meaningful workplace for everyone?
What does meaningful work mean?
In my book Meaningful Work: Unlock Your Unique Path to Career Fulfilment, I explore the idea that meaningful work is personal. It’s not one-size-fits-all.
The definition of meaningful work underscores this point:
Meaningful work is the importance an individual places on their work meeting their current personal beliefs, values, goals, expectations and purpose in the context of their social and cultural environment.
For some, meaning might come from seeing the tangible results of their efforts. For others, it might be the inspirational leadership that gives their role meaning. Alternatively, it could be about the impact their role or the organisation has on the community. A leader’s role is to understand what drives each member of their team and to create an environment where they can thrive.
Bridging the generational gap
To provide meaningful work across generations, leaders need to create an inclusive culture that values diverse perspectives. Here are a few practical ways to adapt leadership strategies for different generational needs:
1. Open conversations about meaning
Create spaces where your team can share what meaningful work looks like to them. This could be through one-on-one discussions, team meetings, or surveys. Listen with curiosity and make sure they feel heard. Leaders often assume they know what their team wants, but personal preferences vary widely, and assumptions can be costly.
2. Career pathways
Not everyone wants to follow a traditional career ladder. Older generations may have prioritised a steady climb to the top, but many younger workers are looking for flexibility, new experiences, and the chance to adapt careers or develop different skills. Offering opportunities for lateral moves, project-based work, or the ability to pursue personal development can give your team a sense of progression in a way that feels meaningful to them.
3. Recognise the value of all generations
Each generation brings something unique to the table. Recognise and celebrate the experience, wisdom, and resilience of older workers, while also tapping into the creativity, digital fluency, and innovation that younger employees bring. By promoting cross-generational mentorship and collaboration, you can create an environment where everyone feels valued.
4. Purpose-driven leadership
More than ever, team members —especially younger ones — want to know that their work matters. Aligning team goals with broader company missions can give people a sense of purpose. For example, if your organisation is focused on sustainability or community involvement, share how each person’s role contributes to those efforts. This helps people to see that their work has a direct impact, not just on the bottom line but on the world around them.
5. Flexibility and wellbeing
Wellbeing, work-life balance, and flexibility are important factors, particularly in the wake of the pandemic. Providing flexibility in terms of when and where work gets done can go a long way in helping your people find meaning in their work. For some, this might mean being able to manage family responsibilities; for others, it could be about pursuing personal interests alongside their professional life.
Are they right?
Returning to that question, “Are they right?”—is the older generation correct that we should simply be grateful to have a job? There is wisdom in appreciating stability, but the reality is, we’re in a different era. The workplace today is dynamic, and employees across generations are asking for more than a steady paycheck—they want work that resonates with their values, goals, and aspirations. It’s not just a nice-to-have; it’s a driver of engagement, retention, and performance.
As leaders, it’s our responsibility to adapt and find ways to provide that sense of meaning across all generations. Whether someone is at the start of their career or approaching retirement, helping them feel a sense of purpose at work will benefit both the individual and the organisation.
So, are they right? Not entirely. Gratitude is important, but so is meaning—and the two are not mutually exclusive.
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If you want to build a more meaningful workplace for a multigenerational team, contact me at nina@nmbpeoplestrategy.com.au. Let’s explore strategies tailored to your organisation's unique needs.
Author of ‘Meaningful Work: Unlock Your Unique Path to Career Fulfilment’, Nina Mapson Bone is a people strategist, consultant, chair and keynote speaker. She consults with boards, CEOs, founders and executives on bridging the disconnect between strategy and the needs, motivations and capabilities of their people. Nina’s executive career has spanned three continents and diverse sectors. She was previously the Managing Director of Beaumont People, where she led a period of significant growth for the organisation, during which it was recognised with multiple awards. For more information visit www.nmbpeoplestrategy.com.au
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