Today’s workplace is characterised by a pronounced generational divide, with employees from different age groups often struggling to understand one another. According to Francois Sieberhagen, executive head of human capital at VKB Group, the key lies in effectively  managing this divide to unlock the full potential of the workforce and, in doing so, secure the future of the grain industry.

Broadly speaking, Sieberhagen explains, the workforce comprises several generations: Traditionalists (born between 1928 and 1945), who are now largely retired; Baby Boomers (1946-1964); Generation X (1965-1980); Millennials (1981-1996); Generation Z (1997-2008); and Generation Alpha (born between 2013 and 2029).

He specifically includes Generation Alpha, as they are expected to enter the workplace within the next seven years and bring with them a distinct set of characteristics that differ markedly from those of previous generations.

Bridging the divide

“The bottom line,” Sieberhagen says, “is that we must ensure these different generations understand one another better and are willing to make sacrifices for one another, without compromising  standards in any way.” All people, he stresses, value income, respect, and stability; however, the way each generation prioritises these needs, and what they are willing to trade to get them, evolves over time.

Generations are shaped not only by their year of birth, but by formative events that influence collective attitudes towards work, authority, risk, and fulfilment. An analysis of the current workforce reveals that Gen X and Millennials make up by far the largest proportion. Data relating to silo managers from a study involving the majority of cooperatives  in South Africa show that more than 90% belong to Gen X and Millennials, with Baby Boomers accounting for 6,8% and Gen Z for 3,8%.

“By 2034, almost 80% of the workforce in developed economies will consist of Millennials, Gen Z, and the emerging Gen Alpha. It is therefore  vital that we understand the mindsets of these generations.”

Harmful narratives

Different generations often have distinct perceptions of one another, often giving rise to harmful narratives that are counterproductive  in the workplace. Here are a few common examples, and it isn’t hard to guess which generation they target:

•   They think having TikTok is a job skill.

•   They think leadership is being the administrator on a WhatsApp group.

•   Can they even write an email?

•   Everyone wants a trophy these days.

•   They cause all the problems but won’t retire.

•   Back in my day, we didn’t need mental health days – we just kept working.

Trends in job tenure

The average period for which members of the different generations  remain in a job varies significantly. While Baby Boomers  value stability, Gen X seeks meaningful career paths. Millennials prioritise flexibility and mobility, and Gen Z balances loyalty with growth opportunities. Understanding these differences helps employers create workplace policies that attract and retain talent in a rapidly evolving job market.

Statistics highlight the trends in job tenure:

•   Baby Boomers: Long-term employees (15+ years).

•   Gen X: Balanced workers (8-12 years).

•   Millennials: Career changers (3-5 years).

•   Gen Z: Job hoppers (1-3 years).

Generation Z

Gen Z is often labelled as ‘job hoppers’, and while this is a negative term, says Sieberhagen, there are specific reasons for this that require careful consideration.

“Gen Z experiences the highest levels of anxiety and depression among generations. They were seldom taught how to cope with disappointment, receive feedback, or navigate difficult conversations. This has earned them the nickname ‘silent quitters’. For example, rather than discussing salary expectations openly, they may choose to resign. And when they do muster the courage to have a frank conversation, they often expect a definitive yes or no. Being told that a raise may depend on achieving certain KPIs in the coming months can feel, to them, like an outright ‘no.’ This response  is driven by the instant- gratification culture in which they grew up.”

Despite being quick learners, Gen Z can feel overwhelmed when entering the workplace. A competitive, high-pressure environment can trigger significant stress and anxiety. Their intelligence and tech-savviness help them adapt, but their tendency to be quiet means that, without engagement from managers, they may disengage or quietly leave. This is not a favourable outcome and poses a serious risk to the talent pipeline and, ultimately, the industry. 

By Izak Hofmeyr for Agbiz Grain