Five-generation jobs are coming: how to work well together?

"Everywhere there is a growing need, almost a compulsion, to innovate at an ever-accelerating pace. We quickly get used to an innovation, and even faster we get bored with it, and if there is no new one, we feel a sense of lack," says Krisztián Steigervald, a generation researcher. Everyone wants to keep up with the increased pace - companies, consumers, employees and managers alike.

Doping or challenging?

It is not surprising that young people adapt most easily and enthusiastically to fast-paced change, while other age groups are more cautious, selective and do not necessarily see what is new as better. The Generation Z are already born into an ever-accelerating world. They are the ones for whom change is no longer a challenge to be solved, but an inspiration and a doping. They are the ones who do not accept conventions and rules made by authorities, but question them, looking for convincing arguments, explanations and credible answers.

The five generations of jobs are coming

Krisztián Steigervald says that not only is the pace of change more dizzying than before, but the age composition of companies is also becoming wider, especially with the ever-stretching retirement age. "In the past, fewer generations working together contributed to predictability, but today we are talking about four, and slowly five, generations of workplaces," he says, looking ahead. It's no wonder that companies are keenly interested in the changes that young people bring, how they are different, how they impact the organisation and how they relate to other generations.

One of the Generation Z speakers in the podcast also gives a practical example: "I much prefer to write an email or a message because I think it's much easier to get a problem sorted out quickly. Other generations prefer to phone, to arrange a meeting. Of course it's more personal and we can touch more points, but it takes a lot more time and maybe it can create frustration between us."

More generations prefer to call or phone, but it's more personal and we can touch more points, but it takes a lot more time and maybe it can create frustration between us.

Generation Z thinks differently, requires different communication, has a different style and is receptive to different ideas. As a human resources manager, András Somogyi sees this as both a challenge and a motivation for companies, forcing both management and employees to self-reflect and change organisationally, which can benefit not only Generation Z but all generations.

The focus is on mutuality, but what can companies do?

"We have been moving away from the previous authority-based family model and like-minded leadership towards reciprocity for some time now, both at home and in the workplace. Successful companies today should strive for transparent leadership and partnership with colleagues," says Krisztián Steigervald.

András Somogyi believes that the personal openness of colleagues and individual responsibility are also important in cooperation, but he also emphasises the role of companies. He believes that it is impossible to manage today's generation with a corporate management approach from 10-15 years ago. "At Bosch, we don't just think in terms of product innovation, we strive for innovation and improvement in all areas. We promote intergenerational cooperation and mutual understanding through a variety of effective solutions." These include targeted training, platforms for exchange and feedback, age-diverse mixed teams, and even the conscious design of physical environments and spaces. These all support multi-faceted interconnectedness within the company.

András Somogyi: The former management approach cannot deal with generational relations

Only together can we succeed

On the topic of intergenerational balance, Krisztián Steigervald reminds Bosch podcast listeners that flexibility to adapt to the needs of Generation Z is important, but not everything. In his opinion, one of the most important challenges for companies in the future will be to avoid the luxury of believing in and focusing only on Generation Z, while not giving enough support to the development of colleagues over 40-45. The expert says that you need to be able to address the different needs, learning styles and psychological needs of different generations at the same time.

They should not be allowed to spend too much time on their own, but should be able to learn from the different generations.

Generation Z opinions in the podcast also stress the importance of cooperation and mutual learning between the age groups: "What we can show the older generation is openness. They, in turn, have such a deep professional knowledge and experience that a mix of the two might be the right way forward. We tend to propose quick, immediate solutions; they are better at seeing the long-term consequences of decisions. Our world is moving into the digital, online space, personal relationships are very important in their lives, and we younger people should embrace that."

They are more likely to be quick to react with quick decisions, but they are more likely to have a longer-term perspective.

András Somogyi of Bosch believes that the generation gap can be bridged with the joint will and openness of the company and its employees. Through the company's values and culture, cooperation across generations can be strengthened.