For years, businesses have been urged to consider generational differences in managing their workforce.
We’ve all seen countless articles about how “Gen Z prefers this…” or “Boomers value that…” – I’m sure you get the picture.
However, as someone who has spent decades researching workplace dynamics and motivations, I’ve come to this firm conclusion: grouping people by generation is a misguided and arbitrary way to think about a company’s workforce.
Worse, it perpetuates stereotypes and biases that ultimately hinder progress.
Of course, we all know why we tend to box the different generations (Gen Z, Millennials, Gen X, Boomers, etc.) as distinct groups.
It’s largely based on the assumption large groups of people born within a certain period of time all share similar traits.
But, this assumption is deeply problematic for several reasons:
There is no scientific basis for where one generation begins and another ends. Who decided that someone born in 1997 is Gen Z, while someone born in 1980 is a Millennial?
While these labels might be useful for marketers trying to sell a product, they are arbitrary in the context of understanding individual employees’ motivations and behavior.
Even within the same generation, there are vast differences in attitudes, career goals, and motivations.
A 22-year-old Gen Z employee fresh out of college may have drastically different priorities from a 26-year-old in the same generational category, who is already several years into their career. Lumping them together under a single label is reductive and counterproductive.
Grouping people by generation often leads to stereotyping. For instance, Millennials are frequently described as “entitled” or “lazy,” while Boomers are often portrayed as “resistant to change.”
These stereotypes not only lack nuance but can lead to biased hiring, promotion, and management practices. Employees feel pigeonholed by these labels, and leaders may unconsciously base decisions on outdated generational narratives.
Instead of fixating on generational labels, a more effective way to understand and manage people is by identifying what truly motivates them.
Through research with thousands of employees and leaders, we’ve discovered that five major motivations drive behavior at work: Achievement, Power, Affiliation, Security, and Adventure.
By focusing on these intrinsic motivators, you gain a clearer, more personalized view of your employees – and you avoid the trap of making baseless assumptions based on age.
Focusing on motivations is a far more meaningful way to understand employees and their behavior.
People are motivated by different drivers at work, and understanding those drivers can unlock far more actionable insights than any generational label ever could.
Here’s a bit more detail about each of the five motivations:
These motivations are not tied to age.
Rather, they are personal characteristics that can evolve over time depending on the individual’s experiences, circumstances, and career stage.
It’s just as likely that a 25-year-old could be motivated by Security as a 60 year old; while many 50-year-olds will crave Adventure.
So, the key is understanding what drives each employee, rather than assuming that their birth year reveals all.
To support this approach, let’s look at the data from hundreds of thousands of people who’ve taken the test “What Motivates You?”
The results show striking evidence that motivations vary far more by personal preferences than by age.
For instance:
Amongst individuals aged 18-24:
Meanwhile, in the 35-44 age group:
What stands out here is that while Achievement is a common motivator across both age groups, the other motivations show significant variation.
Importantly, the data does not align with generational assumptions.
For example, we often hear that younger generations (like Gen Z and Millennials), are driven by risk and change (Adventure), but the data shows that Adventure motivation is far lower for 18-24 year-olds compared to their 35-44-year-old counterparts.
Similarly, Security is not just for older employees. Plenty of younger workers crave it too.
This suggests that attempting to manage employees by generational stereotypes would lead to misguided decisions.
By focusing on motivations rather than generations, you unlock several advantages:
Understanding what motivates each employee allows leaders to tailor their management style to fit individual needs.
For example, someone motivated by Achievement might thrive when given challenging projects, while someone driven by Affiliation may excel in team-based roles that foster collaboration. Conversely, using generational labels might lead to cookie-cutter management practices that don’t resonate with anyone.
When leaders focus on motivations rather than generational categories, they avoid falling into the trap of unconscious bias.
By understanding someone’s intrinsic motivations, you get a more accurate picture of what they value in their work, independent of their age or background. This reduces the risk of bias and ensures that decisions are made based on actual employee behavior and preferences, not outdated stereotypes.
Employees are more engaged and satisfied when their motivations align with their job roles and responsibilities.
When managers understand what drives their employees – whether it’s Security, Achievement, or Power – they can assign tasks and projects that are more likely to motivate and inspire. This leads to higher productivity and better performance across the board.
Generational labels are a lazy way to categorize a workforce.
They reinforce stereotypes, promote bias, and overlook the true drivers of individual behavior.
On the other hand, by focusing on motivations – such as Achievement, Power, Affiliation, Security, and Adventure – CHROs can adopt a far more effective and nuanced approach.
By understanding what motivates each person, businesses can better manage their workforce, create more tailored development plans, and ultimately foster a more engaged, productive environment.
If you’re still grouping your employees by their birth year, it’s time to stop.
Instead, ask what really drives them. Then watch your team thrive.
