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Talk of generational differences in the workplace has rarely been louder. Recently, Generation Z (born between 1997 and 2012) officially outnumbered Baby Boomers (1946–1964) in the full-time U.S. workforce, a milestone that reflects both a generation coming of age and another moving steadily into retirement. Combined with the rapid pace of technological change, this demographic shift has prompted widespread concern that the unwritten rules of multigenerational working are being rewritten.
Businesses are being pushed, with increasing urgency, to adapt to the distinct demands of their younger employees, while workers at the other end of the age spectrum navigate an environment that can feel markedly different from the one they entered decades ago.
But just how important is the conversation about generational differences in the modern workforce? Is there a genuine and pressing need for understanding and change, or has the debate become overstated?
The evidence suggests both things can be true at once. Shifting demographics and evolving expectations are real, but so is the danger of over-stereotyping entire cohorts of people based on their birth year. A more nuanced approach is likely to serve organisations and the individuals within them considerably better.
A good place to start is by examining three widely held ‘truths’ about the modern workforce that may well actually be myths.
Myth 1: There are 5+ generations in the workplace.
In a 2024 article in Harvard Business Review, Nicholas Pearce, a Northwestern University Kellogg School of Management professor, observed that, for the first time in history, many workplaces now span six generations: from the octogenarians of the Silent Generation to the teenagers of the emerging Generation Alpha, eager to pursue their first summer jobs and high school internships. In between are Baby Boomers, Generation X, Millennials, and Gen Z.
However, not everyone finds this framing convincing. Alastair Greener, author of Generationally Speaking, argues that Pearce’s six-generation claim is misleading. Greener told me that “only four or maybe three and a half generations are actually present in the workplace in any significant numbers,” adding that “You won’t now find many octogenarians working, while most Boomers, who technically are part of the four who are in the workplace, have gone, because today the youngest Boomer is 62.”
The data appears to support this more cautious view. That Gen Z is overtaking Baby Boomers in the workforce, far from signalling a crowded six-generation workplace, underlines how rapidly the generational composition is narrowing.
With Generation Alpha not yet represented in workforce statistics in any meaningful way, and Boomer numbers in ongoing decline, the evidence points to three or four generations as the practical reality, not six.
Myth 2: Generation Z is the primary focus.
With a new generation in the workplace whose members have grown up with technology at their fingertips, in a connected global society, it makes sense that companies want to understand what makes them different and how that will impact their productivity and loyalty.
But has their importance been over-amplified, particularly in the short-term? While Gen Z is making the most noise, Greener argues, millennials are the drivers in current organisations. “Implementation, in terms of the day-to-day running of the business, will probably predominantly be carried out by millennials.”
By contrast, he says, “the youngest Gen Zs are 15 years old in 2026. So, they’ve got a long way to go. If they go to university, that’s a long time before they get into the workplace. But it’s not like there’s a sudden cliff where it changes dramatically. It’s more of a blurred evolution. Millennials are the dominant generation now, not Gen Z.”
Myth 3: Generational traits can be easily identified.
While it can be helpful to use generational traits to recognise shifts in workforce behaviour and expectations, it can also be deceptive. Generational traits lie on an underlying assumption that everyone within the same generation acts in the same way. And people aren’t like that.
A range of factors combine to influence behaviour, from family upbringing and cultural norms to personality style and socioeconomic status. Greener sees generation as just another factor. “I use the phrase, we’re framed by our generation, not defined by it. And the reason I say that is because patterns are useful. And there are patterns.
“A generation will communicate in a certain way, it’s likely to behave in a certain way. But that’s not everybody. People need to look beyond the stereotype and stop putting people in pigeonholes.” Greener surveyed more than 4,000 people across six generations for Generationally Speaking, and the results indicated that we communicate according to generational stereotypes only 65% of the time.
His finding is supported by peer-reviewed research. A 2024 meta-analysis published in the Journal of Organizational Behavior found few systematic, meaningful differences among generations across a range of workplace outcomes, concluding that generational characterisations persist largely in spite of the evidence, not because of it.
Greener emphasises that people are “framed by” their generation, meaning it provides a general context, but they are not “defined by” it; there is significant diversity within each generation. The key is to use generational insights as a starting point but then dive deeper to understand the unique individual.
Conclusion
The increase in focus on generational difference has happened for a reason. Organisations are concerned about challenges in recruitment and retention and are seeking to understand how they can adapt their practices to attract and keep the best new talent. An increase in focus need not, however, lead to an obsession on one generation at the expense of others, or to overgeneralising how we see the people who work for us.
The generational conversation needs more nuance. It also nees to avoid eye-catching headlines based on peripheral data and to focus on a personalised approach to working with colleagues and staff. Generational influence is just one of the factors we consider.
