It’s easy to see why generational stereotypes stick, but oversimplification ignores the reality of today’s workforce, shaped by rapid technological change, evolving wellbeing priorities, financial insecurity, and flexible work models. Employees aren’t just products of their birth year; they’re influenced by personal circumstances, career stages and industry shifts.
Generational stereotypes push leaders off-course
Working from generational stereotypes can be like turning to old maps in a world of GPS navigation: misleading. Yet, many leaders still rely on them to make decisions about their workforce.
Read more: Work must work for all ages and generations
Outdated mindsets can hold us back. They build weaknesses into decision-making that can prove fatal when creating a cohesive team environment, creating more problems than they solve.
Gen Z are often assumed lazy but tech-savvy. Millennials are badged as entitled but purpose-driven. Gen X are labelled independent but resistant to change, and Boomers are seen as hardworking but technologically inept.
These sweeping labels ignore the complexity of individuals and, worse, create blind spots that lead to ineffective leadership, talent mismanagement and engagement failures. At a time where human-AI collaboration, personalisation and innovation are critical, leaders who pigeonhole employees based on generational archetypes risk alienating top talent, making poor hiring choices and failing to build truly adaptive teams.
Read more: Boomers, millennials, Gen Z: Do generational labels do more harm than good?
When we lead through stereotypes, we miss the nuances of experience, ambition and contribution, resulting in one-size-fits-all strategies that satisfy no one. Often it’s one generation hiring another and, as such, preconceptions, unconscious biases and assumptions about different generations come into play.
The reality is that generational identity is a far weaker predictor of workplace behaviour than career stage, mindset and personal motivation. Leaders who fail to shift their perspective will find themselves struggling to engage and retain the very people they need to drive competitive advantage in this new era.
Reimagine the workforce through career-stage segmentation
So, if not by generation, how should leaders segment their workforce? Assessing individuals through their career stage can offer a far more meaningful lens. An early-career professional and a mid-career expert might have more in common than two people from the same generation with vastly different career trajectories.
Using career-stage segmentation, we can reframe our view of the workforce, regardless of their birth year. For example:
- Pre-career individuals are seeking an understanding of the industry, hoping to gather insight and valuable information on their future workplace.
- Early-career employees are typically seeking learning opportunities, mentorship, and exposure to different parts of the business.
- Mid-career professionals are often focused on leadership pathways, strategic impact, and work-life balance.
- Late-career employees may prioritise legacy, knowledge-sharing, or project-based contributions
Leaders who cling to generational labels are looking through a blurry lens. Career stage segmentation sharpens the focus, allowing organisations to tailor development, engagement and retention strategies to what truly matters.
Read more: How to stop generalising generations without ignoring them
By moulding workforce strategies around career stages rather than generational cliches, leaders can design development programmes, incentives, and engagement strategies that actually align with what employees need. In this case, leaders can tailor their organisational offering to more accurately reflect employee aspirations at different stages of their careers, and value propositions will transform around the individual, as opposed to their generation.
Reducing bias and enhancing workforce agility can ignite an inclusive culture where people feel valued for their skills and aspirations, not just their age bracket. What’s more, considering the bottom line, resources can be assigned more accurately, gathering a stronger return on investment that keeps talent closer to the company for longer.
In an era where adaptability and personalisation define success, clinging to generational labels is not just ineffective, it’s a leadership liability.
By Dr Naeema Pasha, visiting fellow, Henley Business School
