There are currently four generations present in the labour market: the Baby Boomers (1946–1964, with many already retired), Generation X (1965–1980), Generation Y (Millennials, 1981–1996), and Generation Z (born after 1997). In a few years, representatives of the youngest Alpha generation will start working in companies – this is a consequence of current demographic trends.

Multigenerationality is an important asset for employers – one worth learning to use skilfully. It is not easy, however, because the needs, values and priorities of each generation differ. It is also necessary to be cautious about stereotypes and sometimes harmful prejudices. Generation Z is often described as lazy and entitled, while Baby Boomers are said to struggle with new technologies, have a negative attitude to new solutions, lack proactivity, fall ill often, and so on.

Rather than relying on stereotypes, it is better to base actions on reliable research, facts and numerical data. These show that stability and employment security are important for Baby Boomers. None of the above stereotypes (about sickness absence, lack of proactivity, etc.) is true. Baby Boomers are generally attached and loyal to their employer and have a strong work ethic. They are gradually leaving the labour market and retiring, though some do not give up professional activity entirely.

Generation X also values stability, though not as the top priority. Pay, atmosphere and flexibility matter, as does development. Therefore, representatives of this generation are more willing than Baby Boomers to change jobs and seek new professional challenges.

For Generation Y (Millennials), the most important factors are pay, flexible working hours, non-wage benefits (e.g. private medical care) and work–life balance. Employment stability is less important. Millennials are considered creative, open to diversity and looking for meaning in their work. Their early careers coincided with dynamic technological development.

Generation Z prioritises a good atmosphere, flexibility, a sense of meaning, ethical or social values, and pay (with income not necessarily coming from a single source). It is open to new experiences, values non-wage benefits and places employment stability last. It is the first generation surrounded by technology from birth, which is why it is sometimes called the digital generation.

The above characteristics are a simplification, and none of these groups are uniform. This does not change the fact that understanding each generation’s specificity is crucial. The characteristics of each generation translate into engagement, motivation and work-related decisions. For example, a Generation Z candidate will not apply to a company known for a poor workplace atmosphere, or for values that are merely superficial. High pay or attractive benefits alone will not persuade them.

A company should recognise, respect and understand these differences, adjust communication and support an inclusive work environment. Each generation has much to offer – unique perspectives and skills. Generation Z is technologically proficient and innovation-oriented, while older generations bring experience, stability and a sense of security. Generations can complement each other, leading to better results and greater business effectiveness. There is no doubt that generational diversity brings many benefits, though employers must know how to manage a multigenerational team effectively.

First, it is worth examining attitudes and checking whether there are prejudices and stereotypes within the team. Next, workshops and webinars for managers can be planned and communication adjusted. An important role is played by bottom-up initiatives (e.g. employee networks) and other actions such as mentoring, workshops and meetings with trainers.

Polish companies are increasingly recognising the value of intergenerational teams. Just a few years ago, employees aged 50+ feared they would be dismissed, with their objectively lower chances of finding a new attractive job compared with younger candidates becoming a real concern. Today, some companies even take pride in the fact that employees aged 50+ make up a significant proportion of their teams (as mush as 30–40%). These are often people in leadership, expert or specialist roles.

Given demographic changes (including in Poland), this approach – recognising the potential of “silver” employees and focusing on intergenerationality in organisations – is fully justified and future-oriented.

Read more about Polish HR law – PRO HR Year Book 2025