As the return-to-office push intensifies and the Canadian workforce continues to shift, it’s clear that companies are becoming more diverse than ever before. And with Millennials and Gen Z projected to comprise nearly three quarters of the workforce by 2030, businesses are witnessing the inclusion of workers from four distinct generations. Leaders must now learn to navigate and embrace generational diversity in order to build a strategic advantage and maximize their competitive edge in an ever-changing business landscape. But generational differences aren’t always obvious.

A new report by talent solutions firm Robert Half Canada, that collected survey responses from 1,000 workers 18 years or older, found that Gen Z craves both flexibility and guidance. A little more than four in 10 Gen Z professionals desire complete freedom to choose where and when they work, while nearly one quarter hope to see more people in the office in order to receive in-person guidance, networking and mentorship opportunities.

Seventy-three percent of Gen Z and 68% of Millenials are also more concerned about how AI will affect their careers. And while Gen Z are willing to adapt and reskill, Millenials are prepared to look at a different place of work if AI feels too threatening. “Identifying differences is crucial to ensure that you are offering appropriate development plans for people at various stages of their careers, and highlighting the perks and benefits most pertinent to each group,” explains David King, senior managing director, Robert Half Canada and South America.

Another study released by Jabra – a leading Danish brand in audio, video and collaboration solutions – has taken stock of the hybrid working model and the tech logistics that enable it in April. And a key takeaway remains the concept of flexibility. The report proposes that as Gen Z and millennials are growing in numbers within the workforce post-pandemic, employers must reassess their understanding of what full-time work looks like, as well as ensure that they are adapting to this cohorts’ distinct life experiences and perspectives.

According to the research, conducted across six markets (U.S., U.K., France, Germany, Poland and Japan) using 1,845 Gen Z, Millenial, Gen X and Baby boomer workers, significant generational differences in experiences are present. Gen Z and Millennials are two to three times more likely than Gen X and Baby Boomers to feel left out of conversations during hybrid meetings.

While Gen Z and millennials are considered “digital natives,” respondents admitted they sometimes lacked the confidence to actively participate. In parallel, they’ve also reported having felt pressured to have their cameras on during meetings, indicating potential concerns about mandatory video policies.

Many indicate that when in the physical office, they are hesitant to use meeting room technology: 31% expressed discomfort compared to the ease and familiarity of using their own laptops. The idea of work-life balance has also emerged as a top concern. The pandemic played a crucial role in redefining priorities leading to a strong focus on achieving a healthy balance between their personal and professional lives.

According to a recent Deloitte survey, only one-third of Gen Z and millennials in full or part-time work expressed being very satisfied with their work-life balance. This highlights the growing importance of flexible work arrangements, including part-time positions which are gaining popularity among these generations.

To actively foster inclusivity, the Jabra report suggests, leaders must leverage meeting technology effectively and create an environment where every generation feels valued and heard. For example, with 46% agreeing that colleagues with video on appear more engaged and trustworthy, gently encouraging the use of video in meetings can positively impact employees’ perceptions of their colleagues. Companies must also prioritize accessibility and provide training to support employees in adapting to meeting room technology. But more importantly, providing employees with the tools and autonomy to join meetings from where it suits them empowers them.

Being open and adopting strategies such as mentorship programs and encouraging experienced employees to guide younger colleagues as well as promoting honest communication builds organizational cooperation and understanding. And despite all the changes, companies can start to build cohesive and high-performing multigenerational teams that contribute to their long-term success in a dynamic and diverse work environment.