Boomers.

Generation X.

Millennials.

Gen Z.

Such generational stereotypes might help societies categorize and self-analyze. But particularly in a workplace setting, they can also prove detrimental (and potentially confusing). They can lead to self-fulfilling prophecies and harmful false narratives, as well as mask actual needs and individual preferences that create unnecessary generational divides.

In fact, some experts say generations don’t exist at all and are just arbitrary age categorizations to which people assign behaviors and characteristics. “People default to stereotypes naturally, and the application of such stereotypes is reinforced by a strongly held belief structure that these generational groups matter. They really don’t,” says Cort Rudolph, PhD, professor of psychology at Wayne State University.

So-called Generation Z is the latest cohort to face generational stereotyping as these young professionals enter the workforce. In a widely covered survey by ResumeBuilder, hiring managers expressed concern about what they considered this generation’s unprofessional attitude, propensity to job hop, and questionable reliability and work ethic.

But guess what? People in this age group make up 30% of the population and a growing 27% of the workforce. They’re here to stay, and it’s imperative for organizations to break through the noise and embrace these new workers for who they actually are.

This begins with the understanding that Gen Z is not unique in being negatively stereotyped. Each cohort who has entered the professional world in the past seven decades – Baby Boomers, Gen X, and Millennials – has been subjected to a very similar level of scrutiny and preconceived notions about their work ethic, values, and motivations. The exact characteristics that Gen Z is often labeled with – lazy, unmotivated, entitled – are almost word-for-word the same labels ascribed to previous generations as they were first entering the workforce. This is a dangerous trap for hiring managers and HR departments.

It's true that people of different age groups come to the table with distinctive life experiences and perspectives based on the social, economic, geopolitical, environmental, and cultural influences at play when they were coming of age. However, businesses need to resist turning these into stereotypes that negatively influence how they hire, manage, and promote these individuals.

In fact, by listening to the youngest members of the workforce, businesses could make changes that result in a better place to work for all ages.

We’ve examined seven myths having to do with generational stereotypes themselves, and Gen Z in particular. In each case, we’ve analyzed what’s true or false about the pervasive common wisdom and what organizations should do to ensure a workplace in which real people – not the stereotypes associated with them – can thrive.

Seeing through the mythology of generations

Myth 1: Generational differences result in generational divides

The myth explained:

Each generation has been shaped by unique circumstances. For Baby Boomers, it was post-WWII economic prosperity and significant social change. Gen X witnessed economic uncertainty and institutional failures. Millennials experienced the digital revolution and the Great Recession. Gen Z has faced the pandemic, social turmoil, and the pervasive influence of social media. Given these distinct formative experiences, how can professionals from different generations ever find common ground?

The reality:

Despite the different formative experiences, everyone in the workplace shares common experiences. The shift to hybrid work, post-pandemic economic uncertainty, and ongoing social unrest affect all age groups, albeit in ways influenced by their life and career stages. This shared context means there are many opportunities for empathy and understanding between older and younger professionals.

What this means for leaders:

To bring people of all ages together, leaders can implement co-mentorship programs that encourage mutual learning and support. This approach fosters a collaborative environment where professionals of all ages can share their experiences and insights, leading to a more cohesive and productive workplace.

“Mutual mentoring is one of the most effective techniques for breaking down generational stereotypes,” says Matt Poepsel, PhD, VP and godfather of talent optimization at The Predictive Index, a talent optimization consultancy.

“It helps employees realize we’re actually not all that different at a core human level. It’s just the way our collective experiences manifest in our individual work attitudes that are somewhat different.”

Companies should create multigenerational groups to share their experiences and perspectives in a two-way learning structure, he says, rather than “‘Here’s your path to be like me.’”

Myth 2: You’ve seen one Boomer, Gen Xer, Millennial, or Gen Zer, you’ve seen ’em all

The myth explained:

Based on extensive media portrayal, a generation of individuals can seem to be a homogenous group with very similar preferences and priorities. It’s hard to miss the social media parodies that depict just this: the self-serious yet technologically illiterate Boomer, the slacker Gen Xer, the “participation trophy” Millennial, and the clueless Zoomer.

The reality:

People within each generation are diverse and multifaceted. While each generation may have distinct perspectives shaped by the socioeconomic context of their upbringing, they are not monolithic entities. Individuals within each generation exhibit a wide range of behaviors, values, and aspirations.

There has been a transition, decades in the making, toward heightened individuality. Things like the increasing cost of living, the pandemic, the rise of technology, and global instability have all caused a massive existential shift.

“People are really asking themselves, ‘Who am I really? What do I serve beyond myself?’” says Poepsel.

What this means for leaders:

By recognizing the individualistic strengths of a workforce, companies can ensure they provide everyone in the company with the benefits and support they need.

“Organizations might assume that members of one generation value certain aspects of work more than members of another,” Rudolph says. “As a result, they then target policies – like benefits or recruiting – to members of certain assumed generations, but not others. Or they try to adopt different styles of leadership to address these assumed differences,” he says.

An example is the stereotype of Gen Z needing purpose-driven work. Instead, “executives need to be prepared to address those existential needs for all workers, not just Gen Z, and help them find belonging, purpose, and meaning in their work,” Poepsel says.

Myth 3: Gen Z is way too demanding

The myth explained:

Gen Z is often labeled as overly demanding, expecting high salaries, rapid promotions, extensive flex time, and responsibilities beyond their experience level.

The reality:

Gen Z's expectations stem from their lived experiences and the current economic climate. They seek fairness and opportunities in a competitive job market, not success without effort. They challenge the traditional notion that a 40-hour workweek defines hard or good work. Factors like student loan debt, unaffordable housing, and stagnant wages contribute to their skepticism about traditional success pathways.

It's worth noting that every generation is looking for more work-life balance; Gen Z is only amplifying the request.

What this means for leaders:

There are many ways companies can give employees a sense of fairness, opportunity, and flexibility, according to Brian Phillips, an executive recruiter with Hewlett-Packard (and also Gen Z!), which he shared on Matt Poepsel’s podcast “Lead the People.”

First, provide equitable wages and compensation. “Pay people fairly and they’ll want to stick around,” says Phillips. Second, offer real work-life balance.

Phillips recalls a LinkedIn post he saw recently that said “What flexible work looks like for me is that on a Tuesday, I get to leave work a little early and golf with friends, but then on Sunday, when I’m feeling inspired, I’ll work for three hours. And maybe after dinner, I’ll send some e-mails, but I got to spend breakfast with my kids.” Says Phillips, “It’s really being flexible enough to say, ‘Hey when you feel creative and you’re able to get some work done, get some work done,’ and the employer trusts you to do that.”

Myth 4: Gen Z is too high-minded

The myth explained:

Gen Z is often characterized as valuing purposeful work above all else. According to a Deloitte survey, 50% of Gen Z respondents said they made career choices based on personal ethics, and 44% would turn down a job that didn’t align with their values.

The reality:

It’s true that Gen Z wants to feel their work has a meaning and purpose to it.
However, this has also been the case for its predecessors. In the 1970s, Baby Boomers “hit the road en masse in hopes of discovering more about the world and their potential place in it,” as Lawrence R. Samuel, PhD, wrote in Psychology Today. In the ’90s, self-reliant Gen Xers were more focused on personal fulfillment than answering to authority. During the 2000s, Millennials were described as having “a notable urgency to make social change” and a “commitment to altruism [that] signifies a fundamental change.”

Being altruistic and trying to define your role in the world is part of what it means to be the new generation of adults entering the workforce. How each generation approaches that existential question is unique, but the desire for meaning and answers in this next phase of life is not.

What this means for leaders:

At the same time, Poepsel says, Gen Z is the most vocal generation so far when it comes to social causes and issues. “They are voting with their employment choices, partly due to technology and the gig economy,” Poepsel says. “With a talent shortage and the tech skills we need, Gen Z has more power. When they want something, they voice it and expect it.”

There is a large opportunity for organizations to stand out by offering more purpose-driven work experiences.

“Show them how they’re making a social impact,” Phillips says. “Help the person in the job know their broader impact across the team, across the organization, and across the world.”

Employers should also consider designing roles or projects that incorporate social responsibility and community engagement, as well as providing time off (and better yet, recognition) for volunteer work.

Myth 5: Gen Z can’t get off their screens

The myth explained:

Gen Z is often perceived as being glued to their screens, never knowing a world without the Internet. Data supports this impression: A report by The Center for Generational Kinetics found that 86% of Gen Z see technology as essential to their lives. According to a survey done by Harmony Healthcare IT, Gen Z spends approximately 32% more time on their phones than Millennials, 47% more than Gen X, and 73% more than Baby Boomers.

The reality:

While it’s true that Gen Z naturally turns to their phones for everything from splitting a bill to finding a date, this doesn't mean they don't value collaboration and connection. Young professionals don’t want to lock themselves away in an isolated corner of the Internet – they just connect with their peers in a new, tech-forward way.

Roberta Katz, a former senior research scholar at Stanford’s Center for Advanced Study in the Behavioral Sciences, recently conducted an in-depth study of Gen Z. The biggest surprise of the study, she said, was in response to the interview question “What type of communication do you like best?” Expecting a preference for digital communication methods, Katz found that nearly every Gen Z respondent favored "in-person" communication.

Moreover, Gen Z is not the first generation to be criticized for relying on new technology. As book author Jean M. Twenge points out, every generation has experienced technological innovations that made life easier, often to the dismay of older generations who initially find these advancements unnecessary or detrimental.

This is evident in a recent study from Upwork, which showed that 33% of Gen Zers have engaged in self-education for AI training, outpacing other cohorts, and showing their proactive approach to leveraging new technologies for personal and professional growth.

In short, Gen Z isn’t defined by technology any more than previous generations. They’re simply more adept at using the technologies they’ve grown up with compared to older generations who were introduced to those innovations later in life.

What this means for leaders:

Knowing the benefits technology can provide, younger professionals expect to be able to use technology for productivity advantages and work-life balance. Employers need to ensure workers aren’t saddled with clunky, aging, difficult-to-use technology, and be open to suggestions for new ways of working with apps and tools that might be new to them – but very familiar to younger workers.

Employers should also ensure all that generations feel they can collaborate in a way that blends virtual tools and in-person opportunities.

When employers do create opportunities for face-to-face interactions and team-building activities, they should ensure these are purposeful and intentional and don’t feel like forced activities that promote in-person work just for the sake of doing it.

Myth 6: Gen Z has no concept of employer loyalty

The myth explained:

Gen Z is frequently cited as being job hoppers, with data often pointing to their tendency to quit jobs quickly for better opportunities.

The reality:

While Gen Z is unafraid to leave jobs for better opportunities, this behavior reflects their experiences with economic instability, social media influence, global cultural shifts, and changing job markets. They have learned to prioritize self-reliance over employer loyalty, especially in the wake of numerous layoffs.

A study by ResumeLab in 2023 found that 83% of Gen Z workers identify as "job hoppers.” But these young professionals also value career stability – they just define it differently. They see stability as growth, learning, and advancement rather than long-term tenure at one company.

Just look at some aspects of life and work Gen Z cited in the ResumeLab study as being important in a career: a healthy work-life balance (73%), satisfying job duties (72%), a good relationship with coworkers (72%), a meaningful job (70%), and career development (70%).

What this means for leaders:

To cultivate loyalty, companies must create a supportive environment that genuinely looks out for its employees.

• Deliver on promises: Fulfill commitments made in mission statements and during recruitment.

• Career development: Provide clear paths for growth and advancement and invest in continuous learning opportunities.

• Employee recognition: Recognize and reward contributions regularly to show appreciation and build a sense of belonging.

Myth 7: Gen Z would just as soon do gig work than the old 9-5

The myth explained:

There's a widespread impression that Gen Z would choose gig work over full-time employment, with data from a 2023 Kantar report suggesting significant engagement in the gig economy. According to their research, 40% of Gen Z is working at least two jobs.

The reality:

In the Kantar report, it’s clear that the “side hustle” trend spans generations, with 36% of Millennials, 30% of Gen X, and 21% of Boomers having at least two jobs. The primary reason: to mitigate economic uncertainty or out of financial necessity. While the gig economy offers flexibility, it often doesn't provide adequate income or long-term job satisfaction.

A 2023 Bank of America study, in fact, found that Millennials and Gen Z have seen the biggest increase in gig work, as they tend to be more exposed to the rising cost of living. Still, it seems gig work may not provide enough additional support: the report also found younger generations' credit and debit card spending growth has consistently lagged that of Baby Boomers.

However, it is also true that Gen Z is more comfortable with nontraditional work models than other cohorts, often turning to alternative work for greater control, flexibility, and meaning in their careers.

“Our research at Upwork shows Gen Z gravitates toward freelancing not because they are innately different, but because they are starting their careers amid disruption and volatility and have greater access to remote work and freelance opportunities through technology than the generations that came before them,” says Dr. Gabby Burlacu, a senior manager at the Upwork Research Institute.

What this means for leaders:

There are many reasons workers take on gig work, and businesses should be understanding and empathetic to the fact that their employees may have more than one job. A few ways to do that include:

• Emphasizing what constitutes acceptable work behaviors: Resist punishing people for working multiple jobs but make it clear that time management and job overlap will be closely monitored.

• Offering financial wellness programs: Provide resources to help employees manage debt, build savings, and plan for financial stability.

• Ensuring competitive salaries: Ensure pay structures reflect the cost of living to reduce the financial allure of gig work.

• Providing comprehensive benefits: Offer benefits that support well-being, such as health insurance, retirement plans, and mental health resources.

• Offering remote work options: Design work schedules and remote work opportunities that provide balance and autonomy.

• Communicating transparently: Maintain open lines of communication about financial health and career development opportunities within the company.

Making generational stereotypes a thing of the past

This myth-busting journey clarifies the reality of generational differences and the detrimental impact stereotypes can have on organizational success. By seeing the youngest cohort of workers for who they are and not through a lens of generational stereotyping, in fact, businesses can create more flexible, innovative, and supportive environments where every generation can thrive.

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