By Roberto Santos, partner-director of Ateliê RH
For the first time in recent history, five generations coexist in the same work environment: Baby Boomers (1946–1964), Generation X (1965–1980), Millennials (1981–1996), Generation Z (1997–2012), and Generation Alpha, those born from 2010 onward, who are now entering the job market. This unprecedented setup has turned the corporate routine into a mosaic of values, expectations, and work styles, and depending on how management is handled, the corporate environment can become either a ticking time bomb or a source of innovation and creativity.
With the rapid aging of the Brazilian population, the clash of mentalities is inevitable, and tensions reflect historical differences. Baby Boomers, shaped in the post-war era, value stability and respect for hierarchy. Generation X, now in leadership positions, still associates commitment with constant presence and prolonged effort. Meanwhile, Generation Z, moving into early leadership roles, goes further: they don’t place work at the center of their lives and refuse to sacrifice well-being for career advancement.
These contrasts also appear in other areas: while for Boomers and Gen X, success means promotions, titles, and salary increases, for many young people, success is about maintaining physical and mental health, stable relationships, and work aligned with life purpose. To veterans, this attitude may sound like disinterest; to the younger generation, it’s simply a new definition of success.
Studies in personality science developed by Hogan Assessments indicate that most personality differences are not caused by age, the era one lives in, or generational group, but by individual differences—even though the predominant impact is felt as coming from the current young workforce.
Despite friction, intergenerational coexistence has also shown paths to cooperation. Companies are starting to see age diversity as an essential part of their inclusion strategies, alongside gender and ethnicity. Multigenerational teams, when well managed, show concrete gains in innovation and productivity. The experience of older workers serves as a counterpoint to the boldness and digital fluency of younger ones. Initiatives like reverse mentoring programs have proven effective: juniors coach senior executives on technological topics, while veterans share management experience and strategic vision. This exchange breaks stereotypes, strengthens bonds, and shows that every generation has something to teach.
The reality is that generational clashes are here to stay—and soon, Generation Alpha will join the game. But if there’s one thing we’ve learned, it’s that friction can be transformed into dialogue and learning. The companies that thrive will be those capable of embracing differences, turning diversity into a competitive advantage, and building a culture that blends experience with reinvention. The future of work is being written precisely in this meeting of generations—and even more so by treating people as individuals, free from prejudices that only serve to reduce them to representatives of any generation.
