The document discusses the characteristics and preferences of various generations in the workforce, focusing on their desire for meaningful work, clarity, and flexible working conditions. It highlights the importance of approachable leadership and communication, along with key job attractors for each generation. The data provided outlines generational differences in workforce participation, job importance, and feedback preferences.

1. GENERATIONAL INTELLIGENCE GENERATIONAL INTELLIGENCE
GENERATIONAL INTELLIGENCE GENERATIONAL INTELLIGENCE
A flexible, agile generation, looking
for an impact beyond themselves
Established in the workforce, and
looking to be trusted and recognised
for their contribution
Juggling career and family while
prioritising clarity and flexibility
A generation looking to engage
in meaningful work and leave
a legacy
Gen Z
Gen X
Gen Y
Baby Boomers
High High
High High
Medium Medium
Medium Medium
Low Low
Low Low
QUALITIES VALUED IN A LEADER QUALITIES VALUED IN A LEADER
QUALITIES VALUED IN A LEADER QUALITIES VALUED IN A LEADER
Approachable Approachable
Clear
communication
Clear
communication
Accessible and
approachable
leadership
Remuneration
Flexible working
hours
Convenient
location
Clear
communication
Clear
communication
Approachable Integrity
Learning and
development
opportunities
Accessible and
approachable
leadership
Convenient
location
Remuneration
Empathy Integrity
Integrity Approachable
Career
progression
opportunities
Convenient
location
Accessible and
approachable
leadership
Accessible and
approachable
leadership
% OF WORKFORCE % OF WORKFORCE
% OF WORKFORCE % OF WORKFORCE
Today Today
Today Today
2034 2034
2034 2034
ATTRACTORS TO A NEW JOB ATTRACTORS TO A NEW JOB
ATTRACTORS TO A NEW JOB ATTRACTORS TO A NEW JOB
% extremely/very important % extremely/very important
% extremely/very important % extremely/very important
58% 70%
60% 71%
75% 71%
73% 74%
57% 64%
59% 71%
69% 70%
73% 73%
57% 60%
55% 68%
67% 69%
72% 69%
26% 29%
35% 11%
34% 19%
32% No longer working age
36% 35%
31% 29%
39% 41%
42% 48%
25% 23%
27% 23%
COMMUNICATION AND FEEDBACK COMMUNICATION AND FEEDBACK
COMMUNICATION AND FEEDBACK COMMUNICATION AND FEEDBACK
% who prefer at least a couple of times a week % who prefer at least a couple of times a week
% who prefer at least a couple of times a week % who prefer at least a couple of times a week
Praise Constructive
feedback
Conversations about
career progression
54% 58% 38%
Trust Flexibility Meaningful work
65% 60% 54%
Trust Meaningful work Approachable
leadership
81% 63% 60%
Trust Flexibility Meaningful work
55% 52% 46%
QUALITIES VALUED IN THE WORKPLACE QUALITIES VALUED IN THE WORKPLACE
QUALITIES VALUED IN THE WORKPLACE QUALITIES VALUED IN THE WORKPLACE
Trust Flexibility Approachable
leadership
59% 55% 52%
Praise Constructive
feedback
Conversations about
career progression
28% 25% 11%
Praise Constructive
feedback
Conversations about
career progression
17% 4%
Praise Constructive
feedback
Conversations about
career progression
45% 45% 29%
For more resources go to:
mccrindle.com
Source: McCrindle, Cultivating healthy
intergenerational teams, 2024
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Generational worker profiles
20%