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■ Millennials (born 1981-1996). Tech-savvy and adaptable, they entered the workforce during economic instability, struggling with student debt and job scarcity post-2008. Just as they gained career momentum, COVID-19 reshaped workplace dynamics again. As a result, they prioritize flexibility, workplace culture, and purpose-driven work. experienced disrupted education and an uncertain job market due to COVID-19. They value work-life balance, mental health, and inclusivity more than previous generations, challenging organizations to adapt to new workplace expectations while bringing fresh perspectives and social consciousness. BUILDING A WORKPLACE THAT WORKS FOR EVERYONE. It should be clear by this point that members of each generation bring something valuable to the table. The challenge for workplaces isn’t about favoring one over the other, but rather integrating strengths, addressing skill gaps, and fostering mentorship across generations. ■ Gen Z (born 1997-2012). True digital natives, they ■ Younger employees can benefit from the institutional knowledge, experience, and critical thinking of older colleagues. ■ Older employees can gain fresh perspectives, tech fluency, and innovative problem-solving techniques from younger generations. ■ Gen X and millennials often serve as the bridge – able to connect with both older and younger colleagues, creating an environment where knowledge flows in all directions. Rather than allowing generational stereotypes to create unnecessary friction, the workplace should encourage intergenerational collaboration through mentorship, training, and open dialogue. The reality is simple: Older generations have decades of skills and experience that remain incredibly valuable in AEC and beyond, even for those approaching retirement. Mentorship and advisory services will continue to be needed and valued. Younger generations aren’t going anywhere – they will soon be stepping into leadership roles, if they haven’t begun to do so already. By embracing mutual respect, continuous learning, and knowledge-sharing, organizations can create stronger, more dynamic, and future-ready workplaces – where everyone, regardless of age or background, has the opportunity to thrive. Daryl Simons Jr. is a talent consultant at Zweig Group. Connect with him at dsimons@zweiggroup.com.
DARYL SIMONS JR., from page 1
■ Do we hesitate to assign them opportunities, even if it means allowing room for failure? ■ Are we unconsciously judging the quality of their work differently based on their generation? ■ Are we less likely to consider them for leadership or growth opportunities? ■ Do our non-verbal reactions – tone, facial expressions, body language – reflect these biases? Think about how it feels when you enter a room and have a sense that someone there doesn’t like you – even if they haven’t said a word. That discomfort is real, and generational biases can create similar tension in the workplace, leading to division, resentment, and missed opportunities for collaboration. Beyond personal interactions, these biases influence how we build teams, assign responsibilities, and promote talent – potentially holding back individuals and limiting the organization’s growth. A MORE THOUGHTFUL APPROACH: UNDERSTANDING THE VALUE AND STRUGGLES OF EACH GENERATION. Rather than intentionally or unintentionally dismissing one another based on pre-conceived notions of our perceived generational differences, it’s important to consider the context in which each generation grew up, the challenges they navigated, the skills they honed, and the unique strengths they bring to the workplace. While these are still broad generalizations (albeit positive) and not indicative of every individual within that respective generation, recognizing these factors allows us to move beyond negative stereotypes and foster a more inclusive and collaborative environment, and deepening our understanding of the unique qualities an individual brings with them. For example: ■ Baby boomers (born 1946-1964). Grew up without personal computers, mastering in-person communication, problem- solving, and hands-on expertise. Many strive to stay relevant in a rapidly evolving workplace, adapting to technology while ensuring their experience and insights remain valued. ■ Gen X (born 1965-1980). The first to bridge the analog and digital worlds, blending traditional business acumen with tech adaptability. Often mentors to younger employees, they balance leadership with pragmatism but can be overlooked for promotions, caught between experienced boomers and tech-savvy millennials.
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THE ZWEIG LETTER MAY 5, 2025, ISSUE 1584
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