Generational conflict in the workplace: Baby boomers and Gen Z

Generation Y" or "millennials", as they are also known, are conquering the world of work. Whether in fast-growing start-ups or in conventional companies - their skills are in demand! The representatives of this generation have grown up with the latest technologies and global communication options and this has a significant influence on their expectations, working methods and values. While their skills and perspectives should have a stimulating effect, they also create tensions in the working environment.

Areas of tension in the multigenerational workplace

From a market research perspective, we know that People and their core values and the structures in which they work always influence each other. New technologies are changing existing business and organizational models and calling into question previously valid perspectives and structures. This coordination in a multigenerational workplace is not always harmonious.

Flat hierarchies desired

The orientation of millennials is more horizontal - i.e. towards their colleagues. From their perspective, older employees (including bosses) can provide little guidance with regard to new technologies and business models. They want flat hierarchies and sometimes ignore orders from above.

Overconfidence in the workplace

In our employee surveys, we also often see the phenomenon of overestimating oneself. Particularly among young managers, there is an increasing divergence between how they see themselves and how others see them. If the different perspectives are to strengthen the company and not lead to undesirable risks, this needs to be addressed and managed.

The representatives of Generation Y often grew up very sheltered and received a lot of attention from their parents and grandparents. As a result, they developed the feeling of being unique.

They are also the first generation to constantly compare themselves with their peers via social media. Social media is all about positive self-presentation. This reinforces the certainty that you are special and can therefore expect something special from life. This attitude also carries over into professional life. Many millennials are convinced that they deserve a fulfilling and successful career. If they are then confronted with reality in their everyday working life, this can lead to problems.

Paul Harvey, professor at New Hampshire University, summarizes it this way: "Generation Y has an inflated self-image, unrealistic expectations and a strong refusal to accept negative feedback. This becomes a source of frustration at work as their sense of entitlement is not fulfilled."

Quick promotions and salary increases are expected for self-perceived above-average performance. If this is not the case, employees quickly become demotivated and may even resign.

This sense of entitlement inevitably leads to disappointment among those affected and is therefore a major challenge for managers and team members. The lack of willingness to learn puts a strain on relationships, resulting in conflicts, higher staff turnover rates and productivity losses.

Professional feedback tools

These issues can be addressed efficiently with professional feedback tools such as employee surveys and/or 360-degree management feedback. Supervisor appraisals in particular hold up an honest mirror to managers. Strengths and development potential can be better recognized, which significantly increases the quality of leadership. However, the written results do not replace a personal exchange. Quite the opposite! They help to establish an open feedback culture within the organization. After all, management feedback is always an instrument for dialog.

ValueQuest attaches great importance to ensuring that employee surveys and management feedback are accompanied by appropriate implementation tools and measures. You can read more about our services at www.valuequest.ch.

If you are interested in the topic of self-overestimation, you should also read our exciting blog post "Assessing skills with 360-degree leadership feedback".