Two distinct groups, with two completely different sets of values, expectations and ambitions. Two generations which are crucial to future economic prosperity. Two pressing challenges for employers, desperate to address skills shortages, engage their workforces and drive growth through innovation.
Much has been made of the arrival of Gen Z in the workplace. Digital natives, with a completely unique and radically different perspective on the world. The narrative has largely focused on the importance of bringing fresh, young talent into organisations to enable technology-driven transformation, and the challenge of integrating this new cohort of workers into the traditional workplace. Stereotypes have largely prevailed, with Gen Z widely perceived to be unprepared for the world of work, hard to engage and motivate, and full of unrealistic expectations when it comes to salary, progression and flexibility.
At the same time, the spotlight has also shone, albeit a lot dimmer, onto older workers, those over the age of 55, the baby boomer generation. With retirement ages likely to continue rising in response to the ageing population, inadequate pension provision and severe pressures on public services, baby boomers are having to work for longer. Once again, stereotypes have come to the fore, with older workers often portrayed as being out of touch, disengaged, unmotivated and of limited value in the digital age.
Over the last 18 months, href="https://www.capitaresourcing.co.uk/">Capita Resourcing has commissioned studies to explore work-related attitudes, drivers and aspirations amongst both groups, and amongst the HR professionals responsible for integrating both generations into the workforce.
The research has provided telling insight into the motivations and aspirations of both Gen Z and Baby Boomers, and suggests that, far from approaching the world of work from polar extremes, these two groups of workers share many of the same values.
href="https://www.capitaresourcing.co.uk/white-papers/gen-neutral-workforce">This new paper looks to compare and contrast the dynamics of the two groups of workers, and the efforts that employers are making to get the most out of them. It also presents a series of questions and recommendations for businesses looking to create an engaged, high performing diverse, multi-generational workforce.