Understanding Generational Expectations
For over 15 years, we've been analysing how generational expectations impact the workplace. The assumption has long been that each generation has unique needs, which business leaders must manage carefully. However, recent research challenges this idea, revealing a surprising truth: while different generations may have varied life experiences, their core workplace expectations are remarkably similar.
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Our white paper, based on data from over 880 workplaces and 29,000 employees, highlights the key trends shaping employee expectations and the strategies businesses must adopt to remain competitive in today’s evolving workforce.
Key Findings: Expectations of Generations at Work
Our deeper study of over 5,000 employees across 140 workplaces between 2019 and 2022 found that, regardless of generation, employees share similar priorities regarding job satisfaction. The following three workplace factors consistently ranked as the top satisfiers across all age groups:
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Trust – Employees want to feel trusted by their employers.
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Flexibility in Work Arrangements – The ability to adjust work schedules and locations is critical to job satisfaction.
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Clear Accountability – Employees value understanding their responsibilities and expectations.
At the same time, the study identified the three primary sources of dissatisfaction for all generations:
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Remuneration, Pay, and Bonuses – Employees expect fair compensation that reflects their contributions and market rates.
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Opportunities for Advancement – The lack of career progression remains a key reason for employee turnover.
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Efficient Planning and Decision-Making – Employees desire workplaces with clear structures and effective leadership.
Breaking Down the Generational Data
Each generation in the workforce today—Baby Boomers, Generation X, Generation Y (Millennials), and Generation Z—shares similar workplace priorities. However, slight differences emerge in how these priorities manifest:
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1. Baby Boomers (1946–1964)
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Top satisfiers: Trust, flexibility, and accountability.
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Biggest dissatisfiers: Pay, career advancement, and inefficient planning.
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Key insight: This generation values stability and loyalty but also seeks meaningful recognition for their contributions.
2. Generation X (1965–1977)
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Top satisfiers: Trust, flexibility, and interesting/challenging work.
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Biggest dissatisfiers: Pay, career growth opportunities, and workplace efficiency.
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Key insight: Gen X employees seek autonomy and work-life balance but also expect career progression.
3. Generation Y (1978–1988) (Millennials)
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Top satisfiers: Flexibility, trust, and interesting work.
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Biggest dissatisfiers: Pay, efficient decision-making, and career progression.
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Key insight: Millennials demand engaging roles and flexible work environments but will leave if they see no growth path.
4. Generation Z (1989–2006)
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Top satisfiers: Trust, flexible work arrangements, and role clarity.
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Biggest dissatisfiers: Pay, career progression, and structured decision-making.
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Key insight: Gen Z values trust and autonomy but is highly mobile, prioritising workplaces that offer strong development pathways.
Workplace Trends Shaping Employee Expectations
Over the past three years, several factors have influenced workplace expectations across all generations:
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Hybrid Work is Here to Stay
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The pandemic accelerated the shift to flexible work arrangements. Employees now expect some level of work-from-home flexibility.
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Businesses that fail to offer hybrid models risk losing talent to competitors who do.
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Trust is a Non-Negotiable Workplace Factor
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Trust has consistently ranked as the top workplace satisfier.
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Employers who micromanage or fail to empower their employees see lower retention and engagement.
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Remuneration Pressures
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With inflation and labour shortages, employees are increasingly prioritising competitive salaries.
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Employers struggling to match market rates must find alternative ways to add value, such as career development opportunities.
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Career Development Must Be Prioritised
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Across all generations, career progression opportunities are a major source of dissatisfaction.
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Employees are more likely to leave if they see no path for growth within the organisation.
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Actionable Strategies for Businesses
To attract and retain top talent, businesses must focus on the following areas:
1. Build a Culture of Trust
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Implement transparent communication practices.
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Empower employees by giving them autonomy in their roles.
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Use the STAR Workplace assessment to measure trust levels.
2. Offer Genuine Flexibility
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Provide hybrid work options where possible.
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Support employees with flexible scheduling to promote work-life balance.
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Ensure leaders are trained in managing remote teams effectively.
3. Address Pay and Remuneration Concerns
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Conduct market benchmarking to ensure salaries remain competitive.
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Introduce performance-based incentives and recognition programs.
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Be proactive about pay equity within the organisation.
4. Invest in Career Development
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Create clear pathways for advancement.
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Implement structured mentorship and coaching programs.
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Regularly review and communicate promotion opportunities.
5. Improve Decision-Making Processes
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Streamline planning and communication within leadership teams.
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Involve employees in decision-making to boost engagement.
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Ensure that policies and procedures support efficiency.
A Unified Approach to Workplace Satisfaction
The key takeaway from this research is that generational differences in the workplace are minimal when it comes to core expectations. Employees of all ages want trust, flexibility, accountability, fair pay, career growth, and efficient leadership.
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For business leaders, the challenge is not managing generational divides but fostering a workplace culture that meets these universal expectations. Organisations can attract, retain, and engage employees across all generations by focusing on trust, flexible work arrangements, career development, fair pay, and efficient leadership.
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This white paper provides a clear roadmap for businesses looking to future-proof their workforce. The next step is taking action—ensuring that your organisation understands these expectations and works to meet them.
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Is HR consultancy a viable career choice?A study in 2016 by the Australian Human Resources Institute said that out of 437 HR professionals, about 85% were satisfied or happy with their work. It is true that HR is often at the core of frustrating conflicts in a business and there are a number of challenges- like with all other businesses and departments. ​ However, with the increasing number of small to medium-sized businesses in Australia and a growing number of people who prefer to use outsourced consultancy services as opposed to hiring full-time staff, HR consultancy is a very promising career choice.
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Can you open a consulting firm without HR experience?Getting into HR without prior experience or education is common and many people discover that they particularly enjoy it once they are in the field. However, opening a consulting firm without prior experience may be a bit tricky and risky. ​ First of all, your clients may want to see some certifications or endorsements of your experience before they hire your firm. ​ Additionally, it is important to know how to grow a network and manage different aspects of a business before opening one. Since many issues in HR can get technical and frustrating, it is advisable for you to have some sort of training before you start working as a consultant and providing services.
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Is a strong online presence essential to running an HR consulting business?A strong online presence is highly advisable when running an HR consulting business because it is the fastest and most effective way of growing and leveraging your network. You can have thousands of contacts and educate your network about the services you offer via social media. ​ Social media plays an important role in presenting your message, disseminating it to a large audience, and helping you connect with an extended network. ​ Moreover, if an HR business is not on social media, clients may have a hard time trusting the business and communicating with the business. It is sometimes said that if you aren't on social media, you simply don't exist. ​ Therefore all HR consulting companies should work hard to develop a strong and engaging online presence and continue to interact with their target audience virtually.