FM’s Technology (Re)Evolution

For the first time, five generations spanning 80 years can be found working side by side in today's workplace.From baby boomers, who value stability and structure, to Gen Z, who crave flexibility and seamless tech, the modern workplace has become a fascinating mix of different expectations.While each generation brings its own unique flavor to the table, recent Envoy research (partnering with Hanover Research) revealed they all agree on one thing: the workplace should adapt to their changing needs.This creates both challenges and opportunities for companies trying to build environments where everyone can thrive, regardless of their age.Understanding the 5 generations in today's workplace Before diving into shared priorities, it is worth understanding the general characteristics of each generation currently in the workforce: Traditionalists (born before 1946): While smaller in numbers, some traditionalists remain in the workforce, bringing extensive experience and institutional knowledge that can be invaluable when properly leveraged.Baby boomers (born 1946-1964): Typically, they value job security, structured environments and clear hierarchies.Many are approaching retirement but remain vital contributors in leadership roles and as knowledge repositories within organizations.Generation X (born 1965-1980): Often described as the "bridge generation," Gen X employees tend to be adaptable, independent and value work-life balance.They combine traditional workplace values with comfort using technology.Millennials (born 1981-1996): Now the largest generation in the workforce, millennials prioritize purpose-driven work, flexibility and career development opportunities.They have driven many workplace innovations regarding remote work and digital collaboration.Generation Z (born 1997-2012): The newest entrants to the workplace, Gen Z is the first truly digital-native generation.They value authenticity, diversity, entrepreneurial opportunities and seamless technology integration.Flexibility: What everyone wants While younger employees might be the loudest advocates for remote and hybrid options, professionals of all ages increasingly want control over when and where they work.Flexibility is not just a young person's priority – it is something everyone values.The flexibility conversation has shifted dramatically in recent years.What began as conversations about what employees want – for example, more hybrid options, autonomy over schedules, and the ability to work from headquarters, satellite offices or home – has evolved into a strategic imperative for organizations.Companies now must engage in parallel conversations about how leadership can better adapt to these evolving expectations.Responding to this trend, 66 percent of companies have made workplace flexibility — defined as having the option to choose work hours and locations — a top priority in 2025.For millennials and Gen Z, flexible work is a non-negotiable for job satisfaction, ranking as their second and first priority, respectively.Meanwhile, 60 percent of Gen X and 69 percent of baby boomers see technology as the key to making hybrid work structured, seamless and collaboration-friendly.Companies that stick with rigid, one-size-fits-all policies risk losing top talent across all age groups.Unfortunately, this inflexibility often stems from not having enough workplace data, forcing leaders to create policies based on gut feelings rather than real insights.Without reliable data guiding decisions, even minor changes feel risky, making inflexible policies the default.Making flexibility work in practice Of course, creating effective flexibility is not as simple as flipping a switch or waving a magic wand.It takes thoughtful engagement to understand the needs of the workforce and create dynamic workplace solutions that work for everyone and serve business objectives.Some practical guidelines include:Gathering data to understand how different generations use workspace.Creating clear but adaptable policies that allow for personalization.Focusing on outcomes rather than time spent in specific locations.Providing the infrastructure needed to support seamless transitions between in-office and remote work.Technology: Bringing everyone together Technology shapes how we all experience work, regardless of age.It is the great connector, reflected in the fact that 84 percent of professionals surveyed expect their workplace to seamlessly integrate advanced technology, automation and AI tools that boost productivity and collaboration.For younger generations who grew up with smartphones and cloud platforms, this expectation is second nature. Older generations, while perhaps not prioritizing the latest gadgets in the same way, still expect workplace tech to simplify rather than complicate their jobs.Gen X and baby boomers particularly value ease of use and reliability, with 60 percent of Gen X and 69 percent of baby boomers viewing technology as key to making hybrid work structured and seamless.The challenge for organizations?Finding the right balance with an eye to the future – embracing innovation while ensuring workplace technology remains intuitive, accessible and helpful for everyone.The most successful companies recognize that technology should unite rather than divide their multigenerational teams.Making technology work for everyoneWhile technology functions the same way for everyone, comfort levels obviously vary across generations and even within age groups.Some people are naturally tech savvy regardless of age.To level the playing field, organizations can implement some measures that support technology adoption across the board:Invest in training programs tailored to different learning styles and tech comfort levels.Create mixed-generation technology implementation teams for diverse perspectives.Focus on intuitive interfaces that minimize learning curves.Implement technologies that solve real problems rather than adopting tech for its own sake.Use technology to capture and transfer knowledge between generations.Well-being: A common priorityBeyond flexibility and technology, employees across all generations care deeply about their personal well-being.Regardless of age, professionals recognize how workplace design and health resources impact their quality of life.For example, 63 percent of the professionals surveyed identified employee well-being as a shared priority, while 54 percent of companies have added new workplace amenities, such as wellness spaces, in 2025.The concept of workplace well-being has expanded significantly.What once focused mainly on physical health now encompasses mental health, work-life balance, financial wellness, and a sense of purpose and belonging.Each generation might prioritize different aspects, but all value a comprehensive approach addressing multiple dimensions of health.Many workplaces are evolving to better address these priorities by designing spaces that support focus, collaboration and mental health.Features like wellness rooms, quiet areas and ergonomic workspaces are increasingly seen not as perks but as essentials for keeping people engaged and happy at work.Well-being initiatives that work across generations might include:Flexible health and wellness benefits that allow personalization.Quiet spaces and wellness rooms integrated into office design.Mental health resources and destigmatization programsFinancial wellness education tailored to career stage.Regular check-ins to identify stressors.Community-building activities that connect people across age groups.Leading across generations: Combining diverse strengths Leading a multigenerational workforce offers both challenges and opportunities.Each generation brings unique experiences, perspectives, learning styles and skills to the workplace, which, when organized into programs, exponentially increases the number of learning opportunities available at work.Effective leaders know how to blend these diverse strengths and proclivities to create high-performing teams, where everyone feels valued and set up for success.This ensures the workplace itself and the working relationships within it are structured to create value, growing the capabilities of the organization.One particularly effective approach involves investing in people-centric learning initiatives like mentorship programs.These programs help bridge generational divides by facilitating knowledge exchange, building connections and maintaining open communication.The result is a workplace where everyone, regardless of age, feels supported to do their best work.Some effective cross-generational leadership practices include:Implementing two-way mentoring in which both younger and older employees learn from each other.Recognizing and rewarding the unique contributions of each generation Creating mixed-generation project teams to leverage diverse perspectivesDeveloping communication practices that work across different preferred styles.Providing leadership development opportunities at all career stagesCreating psychological safety where all voices are heard and valued.Whether it is Gen Z now or Gen Alpha next, workplaces need people from different generations to build authentic connections with one another in the workplace, not just so they can work together but so they can build value together in the workplace.Measuring success: What really mattersOrganizations serious about bridging generational gaps need meaningful metrics to track progress.Relevant measures include:Employee engagement scores across different age groups Retention rates by generation Knowledge transfer effectiveness generational diversity.The bottom line: Creating a workplace for everyone The modern workplace is being redefined in real time.Organizations that embrace flexibility, invest in user-friendly technology and prioritize employee well-being will be best positioned to attract and keep top talent in 2025 and beyond.

Caitlin Kamm is the Director of People Growth at Envoy where she develops innovative people strategies designed for individual growth, organizational development and high-impact business outcomes. She serves as an advisor to scaling tech companies and as a board member of an education non-profit for foster children. Based in San Francisco, California, UAS she holds a bachelor of science from UC Berkeley and a juris doctorate from UC Hastings College of the Law, and is a certified Professional in Human Resources (PHR).

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