Three questions Gen-X have for Gen-Z, and vice versa

BORN between 1965 and 1980, Gen-X workers are in the process of replacing Baby Boomers (born 1946-1964) in middle and upper management. Gen-Z workers, born between 1997 and 2012, are entering the workforce.

Separated by anything from 17 to 47 years, their differing values are shaping workplaces. Below, 47-year-old Mark Tham asks his 26-year-old colleague Jen Koh some of his burning questions, then responds to hers.

Tham: What does your ideal workplace environment and culture look like?

Koh: My ideal workplace supports growth and learning, values inclusivity, and promotes work-life balance. I believe in respecting each team member’s strengths and fostering genuine connections beyond work.

It’s also crucial to be given ample opportunities and the freedom to dive deep into my interest areas and explore various career paths. The fear of every misstep potentially being our last shouldn’t overshadow our journeys.

Tham: What do you think of the older generations of workers, and how do you think you and fellow Gen Zs can best work together with these older colleagues?

Koh: I have worked with Gen-Y and millennial managers in my projects. While it’s true that they have different working styles, I admire and learn from their many positive traits, such as grit, efficiency and decisiveness.

I firmly believe diverse generations bring unique strengths to the workplace; we should strive to complement each other based on our individual proficiencies. The experience and industry knowledge of the older generation, for instance, are valuable assets they can share with the younger generation.

Yet, it shouldn’t exclusively be just the older generation steering us Gen Zs – we can play an active role too.

The younger generation excels in staying current – a crucial strength.

Tham: What do you think older generations of workers, and perhaps also your bosses, need to understand about Gen Zs at the workplace?

Koh: Compared with other generations, Gen-Z individuals are more vocal about their workplace well-being and willing to question traditional rules that seem outdated. This emphasises the importance of creating workplaces that encourage such discussions.

As a Gen Z myself, working closely with peers has revealed to me our unique approach to balancing in-person collaboration with a strong desire for independence in task execution.

Our generation not only seeks a company’s purpose but also expects it to be integrated into every aspect – from communication and actions to products, services, and internal practices.

As pragmatic self-starters, we naturally gravitate towards innovation. This makes us well suited for agile workplace environments. We are less likely to conform to traditional expectations if they don’t align with our goals.

While some Gen-Z individuals might appear entitled, understanding their perspective is crucial. We are all starting fresh, eager to learn, contribute, and appreciate guidance in our roles.

Koh: What do you think of Gen Z in general, and at the workplace? What are some things you’ve observed about us?

Tham: One word: enigmatic. Understanding Gen Z is a constant surprise, keeping me on my toes in a workplace that’s ever-evolving.

Your ambition goes beyond career progression. It’s about carving your own path and challenging the status quo. I also admire your drive to shape the future workplace and innovate.

Creating a workplace where these diverse strengths not only coexist but thrive together poses a leadership challenge that requires attention.

In my early career, we strove for excellence, worked hard, and were dedicated. I believe these values persist in the younger generation – it’s like watching a new sport with different rules and a faster pace.

Koh: Why does the older generation like to overwork? How did this culture develop over the years, and do you feel like you need to do something about it?

Tham: I don’t think “like to overwork” accurately captures our perspective. Here’s my take: work holds immense importance to us for several reasons.

We entered the workforce during a time when internalising a strong work ethic was crucial. For many, work served as a means to establish financial stability. Diligence was key to realising our goals.

Our careers began in an era in which work was more quantitatively measured than qualitatively assessed. The concept of taking things at your own pace gained popularity later on. To tangibly demonstrate our hard work, hours became a metric for success.

For some, careers evolved beyond a mere pay cheque; they became integral to building our identities. Dedication and success were worn as badges of honour, sometimes manifesting in working longer hours than required.

In today’s context, these reasons may not hold the same relevance. While I don’t view prioritising work as inherently wrong and have no regrets about the hard work invested – crucial for accumulating experience – I’m encouraged by the younger generation’s different approach to success.

Whether discovering passions outside work, or finding fulfilment in meaningful tasks, they’ve shifted the focus from long hours to making impactful contributions during work.

Koh: Is there anything you wish you could tell us but never had the chance to till now?

Tham: Your generation embodies various characteristics, but one aspect that particularly resonates with me is the confidence of the younger generation – displayed through adaptability and flexibility.

I also acknowledge the unique challenges your generation faced entering adulthood amid a global pandemic, economic uncertainty, and instability.

To the younger generation, I want to say: You’re doing okay, and things will work out.

Mark Tham is country managing director at Accenture Singapore, where Jen Koh is a senior analyst