The national survey of 2,000 UK working adults was commissioned by ethical AI hiring experts, Applied, to discover the depth and impact of generational culture clashes in UK workplaces.

Overall, nearly a third (32%) of British workers agreed there is a generational divide in their workplace.

Gen Z and ‘zillennials’ most likely to see a generational divide at work

The analysis found that Gen Z (those born between 1997-2012) and 'zillennials’ (those born between 1990-2000) are most likely to experience a generational divide at work:

• Nearly half (45%) of workers aged 16-34 agree that there is a generational divide at their workplace, compared to just a fifth (22%) of over-55s
• When asked specifically about whether there was a generational “culture barrier” at work (for example, a difference in values, beliefs, and communication styles between age groups) almost a third (31%) of workers of all ages agreed that it was an issue, sometimes making it difficult for them to communicate with colleagues from different age groups

Generational divides widened by differing perceptions of "appropriate" workplace conduct

The research also uncovered differences between what different generations considered appropriate office behaviour, which could be contributing to generational divides:

• Gen Z and 'zillennials' were more likely to think workout clothes, loungewear and Ugg boots were suitable office attire than their older colleagues. Nearly 1 in 6 (16%) workers aged 16-34 said wearing casualwear to the office was appropriate, just 1 in 10 (10%) workers aged 55+ felt the same
• Younger workers were twice as likely as older workers to think discussing personal matters (like intimate relationships, financial situations or conflicts with family and friends) was acceptable office behaviour. 14% of workers aged 16-34, thought it was okay to share these personal details with colleagues. Only 7% of workers aged 55+ agreed
• Younger workers were more than twice as likely than those over 55 to think using slang or colloquial language in work emails was acceptable. 12% of workers aged 16-34 said this style of communication was appropriate, compared to just 5% of workers aged 55+
• Older workers were more likely than younger workers to think eating lunch at your desk is okay. 34% of workers aged 55+ thought doing so was appropriate, compared to 27% of workers aged 16-34

Generational divides impact younger workers the most

The research showed that younger workers were more likely than their older counterparts to report feeling like the “odd one out” at work due to their age, with 42% of workers aged 16-34 agreeing that they sometimes feel this way, compared to just 23% of over-50s.

Gen Z and 'zillennials' were also most likely to want to work with, and be managed by, colleagues of the same age:

• Over half (56%) of respondents aged 16-34 agreed that they would prefer to work in a team with colleagues of a similar age to them, compared to just a quarter (25%) of those aged over 55
• Nearly 2 in 5 (39%) of workers aged 16-34 would prefer their line manager to be their peer in age, compared to only 16% of over-55s 

The findings come as Gen Z (who are currently aged 12-28) are set to account for more than a quarter (27%) of the workforce in OECD countries this year.

Separate research from 2024 by the Work Foundation at Lancaster University in collaboration with the International Alliance for Responsible Drinking (IARD) found that more than 7 in 10 (73%) British business leaders believe that their organisation benefits from the diverse perspectives brought by a multigenerational workforce.

Khyati Sundaram, CEO of ethical AI hiring experts Applied, comments: “We are all well aware of the differences which set generations apart both in and out of work. These differences are something to celebrate. However, the extent to which these generational divides are disrupting team dynamics is concerning.

“This year, Gen Z is expected to account for more than a quarter of the workforce. Employers have much to gain from combining the range of unique perspectives and skills that each generation brings. But they will struggle to build a multigenerational workforce unless they take steps to bridge generational divides on both sides, and create an inclusive working environment for all.

“People tend to favour those they have things in common with. So employers should make promotion and hiring decisions in a fair and debiased way, based purely on merit and skills. This approach ensures that an individual’s age or lack of shared cultural capital with decision-makers doesn’t affect their ability to succeed. As a result, all workers will have an equal chance to get their foot in the door, to progress, and to thrive.”

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