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Generation Y
Generation Z
Generation X

Work Redefined: The 21st Century Workplace

Generation Y is bigger than the Baby Boomer generation. As Boomers retire and more Millennials move into ranks of authority, the 21st Century workplace is going to see some major shifts. These shifts are already happening, and they are redefining the workplace.

Generation Y is bigger than the Baby Boomer generation. As Boomers retire and more Millennials move into ranks of authority, the 21st Century workplace is going to see some major shifts. These shifts are already happening, and they are redefining the workplace.


Try to get a coffee in Boulder, Colorado and you’ll find the shops swamped with patrons on laptops, professionals working. I’ve been working full-time from home for years. The workplace no longer needs to be office space. Even when I was working in an office, most of my work could be easily done remotely. And I’m not an exception. Telecommuting is the future, and the future is now.

Currently 35-45% of employees are virtual employees.  Having both on-site and remote employees allows companies to get work done around the clock and cut back on commuting. Further, attracting distant talent is easier for organizations who don’t require employees to be in an office in a specific location.


Even if your employees are not together in the same room or building, creating a community is key for success in the 21st Century workplace. The struggle in the past was how to get employees to serve organization’s goals. The new challenge is how to create a community of collaboration that gets employees wanting to bring the best and brightest innovations and ideas to the table.

The 21st Century workplace is less about hierarchy of power, and all about collaborating at all levels.

Generation Y wants to be part of the conversation, to listen and be listened to. They want to be passionate about their work and feel empowered to act. It’s in this type of workplace environment where employers will see engagement and the best work from the next generation of employees.


A culture of social media can help keep a virtual team well connected and build a sense of community. The workplace today is social, whether you ban Facebook in the office or not. Encouraging your employees to stay connected through social networking will not only result in a more engaged workforce, but will also make your company more attractive to young talent.

Creating a social workplace isn’t just about keeping up on weekend plans; it’s about easily collaborating on projects. Think digital platforms that include calendars, document sharing and social networking. The 21st Century workplace keeps employees collaborating and engage by creating digital platforms where they can easily connect on projects. Work no longer needs to be done in one physical space, and the same goes for collaboration.

As companies embrace the future of work, a workplace model completely redefined from generations ago, they’ll gain an advantage in attracting and keeping young talent. This isn’t just the future of work, this is the future of your business. Generation Y is coming in, and if they don’t like the workplace environment companies offer, they are not afraid to create their own companies.

Zs came of age in an era of disruption

In many ways, it’s symbolic that Generation Z is named after the last letter in the alphabet because their arrival marks the end of clearly defined roles, traditions, and experiences. After all, Gen Z is coming of age on the heels of what has been referred to as the most disruptive decade of the last century. America has become an increasingly changing and complex place.

For example:

  • ‍Zs were born into a “modern family era” in which highly involved dads help out at home, and the nuclear family model (two parents, married, with children) represent only 46% of American households.
  • ‍Zs are the first generation to be born into a world where everything physical, from people to places to pennies, has a digital equivalent.
  • From the time they were infants, Zs had access to mobile technology. As a result, their brains have been trained to absorb large amounts of information, and Zs are especially adept at shifting between skills and subject matter.
  • Zs tend to have crystal-clear memories of sitting up for the first time at six months old because they can easily and quickly reference the photos and videos their parents shared on social media or saved in the “cloud”. 

Members of this generation have undoubtedly been shaped by crisis and disruption. This generation will largely be responsible for confronting the aftermath of the Great Recession, high youth unemployment, the effects of climate change, terrorism, energy sustainability, and more. These dark events have undoubtedly made this generation more cautious and pragmatic, but they have also provided this generation with the inspiration to change the world – and their grit will likely allow them to do it.

Coming of age during disruption means that most Zs will be comfortable being the disruptors. While Millennials tend to be collaborative and innovative, this generation tends to be sincere, reflective, thick-skinned, and self-directed, and will likely approach work in much the same way.

Zs were raised to be competitive

In the era following World War II, Boomers (1946-1964) were born and eventually became the wealthiest, most prosperous generation in history. Raised to aspire for the American Dream, this very large generation moved into positions of power and influence, and served as the workforce majority for 34 years.

With the American Dream alive and well, Boomers had no reason to teach their children, mostly Millennials, about competition. Instead, they taught them to focus on academic achievement and to be team players because if everyone works hard, everyone can win.

Enter Generation X (1965-1981). In contrast Boomers, Xers came of age during a time when change and economic and political uncertainty began to take root. They have lived through four recessions, struggled with debt and economic decline most of their lives, and watched the best educated and accomplished generation of all time (Millennials) graduate during the Great Recession and become the most debt-ridden generation in history.

Gen Xers can be defined by their independence and anti-status quo approach to life, and they have taught their Gen Z children to be competitive, believing only the best can win. They have encouraged their children to be realists, finding something they are good at and aggressively pursuing it.

Xers have raised their Zs with an intense focus on competitiveness -- in academics, sports, and other activities. This approach to parenting has many implications, but one stands out in terms of business: Gen Z is likely to lead.

Millennials in the workplace created and aggressively advocated for collaborative work environments. In fact, their aversion to leadership has been so strong, some Millennials sought out companies that boasted boss-free or team-managed workplaces.

In contrast, Zs have been raised with an individualistic, realistic, and competitive nature. They have been taught the skills to successfully defy the norm. This means we’re going to see the pendulum shift away from collaborative workplaces towards a widespread demand for, and pursuit of, leadership development.

Zs are career-focused.

While Millennials have been criticized for their “delayed adulthood”, Gen Z is showing signs of “early adulthood”. Educators and parents often describe this generation as being more serious and contemplative about the world. Zs are thinking about their career paths and exposing themselves to career training at an earlier age than Millennials. It’s probable that some of this early onset of adulthood is caused by parents, who are pressuring their children to be competitive and successful and to avoid the debt that plagued both the Gen Xers and Millennials.

The numbers from our global research found 46% of Gen Z said they know what career to pursue and 51% have taken a class at school focused on their career interests. Forty percent joined an extracurricular program (team, club) based on their career interests.

Zs are seeking financial security. 

Zs have been shaped by the aftermath of the Great Recession. They watched Millennials become debt-ridden and are concerned about falling into the same trap. XYZ University’s survey results show 66% of Zs said financial stability is more important than doing work they enjoy, which is the exact opposite of Millennial survey results.  Also, 71% of survey-takers have a paying job.

Zs value leaders who are positive and trustworthy.

When presented a list of leadership traits, Zs ranked positive and trustworthy the highest. While Millennials and Gen Zs both value trust in a leader, Millennials usually cite collaboration and vision as most important. In other words, Millennials focus on the outcomes leaders inspire, whereas Zs are more likely to consider leaders’ attitudes and personalities. To Z, what leaders encourage others to do isn’t as valuable as how they make them feel.


Zs want to be challenged.

Both Millennials and Gen Zs place a very high value on feeling challenged and appreciated in the workplace. However, according to our survey results Millennials rank appreciation slightly higher than challenge, whereas Zs rank feeling challenged slightly higher than appreciation.

Time will tell how Zs go down in history, but we know this generation’s influence on history will be unlike any other.


Does your organization have what it takes to engage the next generation? Take this quiz to find out.


Sarah Sladek is CEO of XYZ University. Our generational intelligence can assist you with engaging and retaining young talent and members.

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