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Bài đọc · ~172 từ
AAs younger employees now make up a growing share of the workforce, many organisations report friction around differing expectations between generations, particularly around topics like flexible working hours, direct feedback, and the pace at which career advancement should reasonably happen.
BResearchers studying this dynamic caution against overstating generational differences, however, noting that much of what gets attributed to generation may actually reflect life stage instead; a worker's priorities at the very start of a career often differ from the same person's priorities fifteen years later, regardless of which generation they technically belong to.
CManagers who have successfully bridged these perceived gaps tend to focus conversations on underlying needs rather than generational stereotypes, discovering that a desire for clear communication and fair treatment, for instance, is rarely unique to any single age group within a team.
DSome companies have found that mixed-age project teams, deliberately structured to pair different levels of experience, reduce friction more effectively than generation-specific training programmes, suggesting that direct working relationships may correct assumptions faster than formal instruction alone.