What different generations want from their job

Large employers are managing a workforce made up of several generations, each shaped by different experiences and expectations. Understanding what motivates people at different life and career stages helps organisations design policies and working practices that feel consistent at scale. It also supports leaders who need to balance individual needs with the reality of operating across multiple sites, teams and job types. 

What Baby Boomers Want from Work 

Baby Boomers often look for stability during the later stages of their careers. Many value predictable working patterns, access to strong healthcare provisions and opportunities to pass on their knowledge. Grand View Research also indicate that 72% are inclined towards jobs that make them feel their work is important. 

Large employers are well placed to support these preferences because they can offer structured transition options that smaller organisations may struggle to provide. 

Common examples include phased retirement programmes, part time leadership roles and formal knowledge transfer schemes. Large organisations also tend to have wider health and wellbeing benefits, such as occupational health services and enterprise level health insurance. These are attractive to employees who want reliable support for age related health needs. 

What Gen X Want from Work 

Gen X employees often place high importance on work life balance and autonomy, with Grand View Research finding that work life balance is the chief priority for 54% of them. Many are also balancing responsibilities at home, which can include childcare, eldercare or both. As a result, they tend to value flexible working arrangements, clear progression pathways and policies that support family and caring commitments. 

Our Employee Benefits Impact Report also shows that legal support calls increased from 18% to 22% and relationship support calls rose from 8% to 13%, reflecting more complex life-stage pressures. 

Large organisations can meet these needs through well-established flexible working frameworks and internal mobility schemes that give employees more choice over their next career step. Support for carers, such as eldercare guidance or leave provisions, is also increasingly relevant for this age group.  

What Millennials Want from Work 

Millennials often look for development, structure and visibility. Many want access to continuous learning, mentoring and transparent career routes. They also expect regular opportunities to build new skills and move within the organisation. Alignment with values is also important as Grand View Research show that 42% have already changed or plan to change jobs or industries due to climate concerns. 

Large employers can offer this through enterprise learning platforms, internal academies and formal mentoring programmes. Structured development pathways that set clear expectations for progression are particularly valued by this group. 

What Gen Z Want from Work 

Gen Z employees tend to prioritise mental health support, financial stability, job security and frequent feedback. Indeed, 65% of Gen Z employees want real-time feedback over annual reviews. (Grand View Research) Many also want to work in roles that feel meaningful and aligned with their values. 

Our Employee Benefits Impact Report shows findings that align with a greater desire for EAPs, especially from the growing Gen Z workforce: 

1. Face‑to‑face counselling surged from 16% to 39% of EAP sessions, showing younger employees’ increasing demand for deeper, high‑touch wellbeing support. 
2. Online counselling is now the dominant channel at 58.9%, reflecting Gen Z’s preference for flexible, mobile, digital forms of support. 

Large organisations can respond through comprehensive wellbeing platforms, early career pathways and resources that support financial wellbeing. Solutions like our Employee Benefits Platform help younger workers access mental health resources, financial guidance and personalised support in one place. 

Examples include employee assistance programmes, mental health training for managers, clear entry level development routes and access to financial education or salary advance tools. These measures help create structure and support for employees who are often at the start of their careers and may be experiencing financial pressure for the first time. 

“Increasingly, the younger generation just won’t have it — it’s got to be mobile, quick, simple, and intuitive. People expect a consumer-grade experience, 24/7 access, and immediate responses. Why should the workplace be any different?” 

Zoe Wilson, Director of ReThink HR, Managing Complex Workforces | Do the Best Work of Your Life Ep. 5 

Generational differences can help identify broad patterns, but they do not predict what any individual will want from their job. People within the same age group vary widely in their circumstances, working preferences and career priorities. This is why employers need to treat generational insights as reference points rather than fixed categories. 

“Managers often treat people exactly the same. One person loves regular meetings, another feels micromanaged. Two different styles, two different outcomes.” 

Zoe Wilson, Performance and Progression | Do the Best Work of Your Life Ep. 8 

What Does Current Research Say? 

Recent UK evidence from the Chartered Institute of Personnel and Development (CIPD) and government data shows stronger and more consistent patterns among older workers than among younger cohorts. The CIPD’s Understanding older workers report highlights common preferences among people aged 50 and over, including the need for flexible working options, better access to support and continued development. The report also calls for improved job design and retention practices to help people stay in work for longer. 

Analysis linked to the CIPD’s Lifelong learning in the reskilling era report shows that employment rates for people aged 50 to 64 in the UK have grown significantly over time. At the same time, older workers report lower access to training and career progression opportunities than younger colleagues. 

Other CIPD research also shows that workplace health pressures affect employees of all ages. The Health and wellbeing at work report notes rising rates of work-related stress and mental health concerns across the workforce, including among younger adults. 

How Large Employers Can Avoid Overgeneralisation 

Large organisations need a structured way to understand what their workforce wants without relying on assumptions. Continuous feedback tools, regular employee listening and data analysis can give a more accurate view of people’s needs. Continuous feedback can be effective as a part of your culture; learn how to build it and about its benefits in our blog. 

Pulse surveys, focus groups and anonymous feedback channels can also reveal variations within each age group, which helps avoid decisions based solely on generational labels. 

Scale is another important factor. When a workforce spans many locations and job types, small inconsistencies can have a noticeable impact. Clear data helps organisations design policies that feel fair and workable for different teams. It also supports leaders who need flexibility to respond to local needs while staying within organisation wide frameworks. 

Combining broad insight with real employee data allows large employers to design policies and practices that feel relevant to people at all ages and stages of their careers. 

Job adverts, recruitment messaging and an organisation’s employee value proposition need to reflect what people look for at different career stages. Clear information helps candidates decide whether the role, benefits and working environment match their expectations. 

Learn how to design an effective EVP for all generations with our template. 

What Baby Boomers Look For 

What Gen X Look For 

What Millennials Look For 

What Gen Z Look For 

Multi-generational teams bring a range of experience, perspectives and working styles. Large organisations are in a strong position to use this diversity at scale by creating environments where employees learn from each other and contribute in different ways. 

1. Broader range of skills and perspectives 
2. Stronger innovation and idea generation 
3. Improved knowledge sharing 
4. Better understanding of multi‑generational customers 
5. Enhanced mentorship opportunities 
6. Increased adaptability and resilience 
7. Greater employee engagement and inclusion 
8. Reduced skills gaps 
9. Improved succession planning 
10. Enhanced organisational reputation 

Large employers need HR strategies that work consistently at scale while giving teams enough flexibility to address different needs. Clear processes, reliable systems and realistic job design help create an environment where people at different career stages can contribute effectively. 

Flexible Working Approaches at Scale 

Flexible working works best when policies are clear, fair and suitable for the roles involved. Large organisations need frameworks that guide managers while allowing for local decisions where appropriate. Good job design, transparent criteria and consistent application help build trust across teams. 

Career Pathways and Development 

Enterprise-wide development frameworks give employees a clearer view of how they can progress. Pathways for emerging talent, leadership development and internal mobility help people navigate their careers without needing to move outside the organisation. This structure supports employees at different stages and gives managers predictable tools for planning. 

Tailored Benefits and Wellbeing Support 

Large organisations can create benefits systems that offer choice without becoming complicated. Flexible benefits, wellbeing support and access to targeted resources help employees select options that match their circumstances. This approach also allows organisations to adjust support as workforce needs change. Centralised systems like our Employee Benefits Platform make it easier for large organisations to offer flexible, personalised benefits without creating administrative complexity. 

Strong, Inclusive Communication 

Consistent communication helps employees understand what is available to them. Large organisations often rely on a mix of channels, such as email, manager briefings, digital platforms and in person updates. Using several methods helps reach people with different communication preferences and ensures information is accessible across locations and job types. 

Understanding what different generations often look for at work can help large employers design policies that feel relevant and fair. These patterns are useful, but they cannot replace individual insight.  

Employees within the same age group can have very different needs, so organisations benefit from looking beyond stereotypes and using real data to understand what matters to their workforce. A consistent, scalable approach is essential for large businesses. Reliable HR processes, clear communication and strong listening tools help leaders make decisions based on evidence rather than assumptions. 

When these elements work together, organisations can create a workforce strategy that supports people at all stages of their careers and gives teams the structure they need to operate effectively at scale. 

Give your workforce access to flexible benefits, mental health resources, financial guidance and wellbeing tools, all in one place. 

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