Business values are fundamental to shaping a company’s culture, guiding decision-making, and distinguishing it from competitors. However, to be effective, values must be more than words; they require genuine commitment from leadership and integration into all aspects of the business.

This blog explores the importance of values in organisations, the challenges of maintaining alignment between espoused and real values and the crucial role HR professionals play in reinforcing these values through collaborative efforts, consistent communication, and integration into performance metrics. Ultimately, it highlights that when organisational values are genuinely lived and aligned with strategy, they can significantly enhance employee engagement, motivation, and overall organisational success.

Building the Foundation: Why Organisational Values Matter for SMEs

For SMEs in Northern Ireland, organisational values are more than just words on a wall—they are the foundation upon which your company culture and long-term success are built. These values serve as a moral compass, guiding your decisions and shaping your workforce’s daily behaviours. They also provide a framework that differentiates your business from competitors. As highlighted by the Society for Human Resource Management (SHRM, 2018), strong values drive the right behaviours, helping to achieve your company’s goals while reflecting its unique character. In an SME context, where tight-knit teams and local reputations matter, these values are essential for aligning your people and business.

Values have fascinated thinkers for centuries, and they remain critical to modern business. Alvin Toffler (1970) pointed out that values, though central to motivation, can be elusive and complex. Understanding how they govern behaviour is crucial, especially for small businesses that rely on close teamwork and trust. Milton Rokeach (1969) defined values as core beliefs that shape how we behave, and Schwartz (1992) went further by identifying ten fundamental personal values that motivate individuals. This is why it’s so important for SMEs to not only define their values clearly but to make sure they resonate with employees at all levels. These values should reflect the ethos of your business and provide direction in every decision you make, whether you’re leading five people or fifty.

However, establishing strong organisational values isn’t just about writing them down—it’s about making them come alive in your everyday operations. Patrick Lencioni (2002) emphasised that values help clarify a company’s identity and act as a rallying point for employees. But for SMEs, where every team member is crucial, it’s even more important to embed these values deeply in the culture. Without genuine buy-in, they risk being just another corporate buzzword. Leaders must lead by example, actively demonstrating these values in how they run the business. As we’ve seen with high-profile failures like Enron, where “Integrity” was a core value, a disconnect between stated values and actual behaviour can have devastating effects, even for smaller enterprises.

The Risk of Disconnect: When Espoused and Real Values Diverge

For SMEs in Northern Ireland, the challenge is often ensuring that espoused values—the ones officially declared—match the real values that are observed on a daily basis. Bourne and Jenkins (2013) distinguish between these espoused values and real values. If your stated values feel like top-down mandates, they won’t have the desired impact. Instead, they need to inspire and influence real actions that align with your business strategy. This is especially true in small and medium-sized companies, where there is often less bureaucracy and more opportunity to shape the business culture directly.

Leadership’s Role in Embedding Values at Every Level

As an SME leader, you play a critical role in embedding these values into every aspect of your company. One effective way to do this is through collaboration with your team. Regular feedback from employees, gathered through informal conversations or structured focus groups, can provide key insights into whether your values resonate with them. In fact, many SMEs have found that synthesising feedback with senior leadership ensures that their values align with both day-to-day operations and long-term strategy. This collaborative approach helps create a sense of ownership, ensuring that your values aren’t just something you dictate, but something that everyone in the company can believe in.

The next step is reinforcing these values consistently. As an SME leader, you should lead the charge. Regular communication—through team meetings, workshops, or company-wide updates—should highlight how these values tie into your business’s goals. Training programs, competency frameworks, and even new hire orientations should all reflect your core values. For example, when making hiring decisions, ensuring candidates are aligned with your values will set the tone for future team dynamics. SMEs can also link values to performance management processes, such as using them as criteria in annual reviews or bonuses, to keep values at the forefront of everyone’s mind.

In conclusion, while defining and reinforcing organisational values may seem like a big task for smaller enterprises, it’s a critical part of growing a sustainable and successful business. Strong values that are consistently communicated and embedded into your operations can set you apart, drive better employee engagement, and help you achieve your business goals. For Northern Ireland’s SMEs, where relationships, community, and reputation matter, making values a living part of your company’s culture can be a powerful differentiator.

In today’s competitive business landscape, having a talented leader can make the difference between success and stagnation. This blog explores how strong leadership drives a company’s growth, shapes its culture, and fosters innovation. We will cover how influential leaders inspire teams, manage challenges, and steer organisations toward long-term success.

Visionary Leadership: Setting the Course for Success

In the age of knowledge, ideas are the foundation of success in almost every field. According to Harvard Business Review, you can have the most incredible idea in the world, but your influence and impact will be significantly diminished if you can’t persuade anyone else to follow your vision.

A talented leader can create and effectively communicate a strong business vision for the company. This vision serves as a roadmap, helping everyone understand where the company is headed and how they will get there.

Leaders who effectively communicate their vision give employees a sense of direction and purpose and can motivate them to work toward shared goals, enabling business success.

Enhancing Employee Motivation and Engagement

One of the most significant impacts a talented leader can have is improving employee motivation and engagement. Business leaders who inspire their teams create an environment where employees feel valued, supported, and empowered. When employees are motivated, they work harder, develop creative ideas, and are more likely to stay with the company, which is vital for long-term success.

A Gallup Report on Employee Engagement study found that organisations with engaged employees are 202% more productive than those without. This shows just how critical it is for leaders to focus on keeping their teams engaged and motivated. Concentrating on employee engagement can help companies withstand and even thrive in tough economic times.

Talented leaders achieve this by recognising their employees’ efforts, providing opportunities for career growth, and building an inclusive and supportive business culture.

Strategic Decision-Making and Problem-Solving

Great leaders also excel in making smart decisions and solving problems. In the fast-paced business world, companies often face challenges like market changes, operational issues, or financial difficulties. Talented business leaders can analyse these situations, weigh the risks, and make decisions that benefit the company, not just their careers.

A McKinsey Report highlights that companies with strong decision-makers tend to perform better during times of crisis and uncertainty. These leaders stay calm, think strategically, move faster and guide their businesses through difficult times, always keeping the company’s vision and values in mind.

Building a Strong Company Culture

Business culture refers to the values, beliefs, and behaviours that define how employees work together and how the company operates. A leader’s role in shaping this is crucial. A strong, positive culture can make the workplace more enjoyable, increase collaboration, and attract top talent. Leaders are responsible for creating this culture because they must lead by example and promote values like transparency, respect, and teamwork.

A Deloitte Culture Report found that companies with a strong culture are more likely to succeed long-term. Talented business leaders invest time and effort into building a culture where employees feel proud to work. They do this by leading with integrity, offering support, and creating a work environment where people trust each other and feel valued.

Driving Innovation and Business Growth

A PwC Innovation Report found that 74% of CEOs regard innovation as equally important to the success of their company as operational effectiveness, if not more. Leaders who actively promote innovation help their businesses stay competitive and adapt to changing market conditions.

Companies that fail to innovate often get left behind. Innovation is critical to business success, and talented leaders play a key role in encouraging it. Leaders must create a culture where employees feel comfortable sharing new ideas, trying new approaches, and taking calculated risks. They allow their teams to experiment, often leading to breakthroughs that drive business growth.

In conclusion, the impact of a talented leader on business success cannot be overstated. From creating a strong business vision to fostering a positive business culture and driving innovation, great business leaders play a crucial role in every aspect of a company’s growth. By motivating employees, making smart decisions, and encouraging new ideas, talented leaders ensure that businesses can not only survive but thrive.

Investing in leadership development is essential for any company that wants to unlock its full potential. Strong leaders inspire their teams, create environments where innovation can flourish, and steer their companies toward long-term success. Understanding the profound influence leadership has on a business makes it clear that nurturing and developing leaders is key to achieving sustainable growth.

The Key Traits of Successful Salespeople 

When it comes to sales, success isn’t just about hitting targets; it’s about having the traits that drive results and foster growth. But what exactly distinguishes a successful salesperson from the rest?  We have recently conducted a LinkedIn survey to find out, and the results are in. 

Survey Results: 

Effective Communication (44%): 

Undoubtedly, the crown jewel of successful salespeople is effective communication. The ability to articulate ideas, actively listen, and tailor messages to resonate with clients is a game-changer. In a profession where building relationships is paramount, my poll found that 44% of respondents believe that mastering the art of communication is the top trait for success. 

In the territory of sales, communication is more than their ability to talk – it’s the art of persuasion, negotiation, and the ability to build genuine connections with their clients. Successful salespeople can convey their ideas with clarity, expression, and persuasiveness.  

It is also important to remember that effective communication extends beyond verbal interactions; it includes active listening, empathy, and understanding. By truly tuning in to the needs and concerns of clients, sales professionals can tailor their approach, address objections, and ultimately, close deals more effectively. In essence, communication isn’t just a tool, it’s the cornerstone of building trust, growing new and existing relationships, and driving sustainable sales success. 

Resilience (39%): 

Sales is not for the faint-hearted, so it is no surprise that resilience emerged as the most crucial trait for 39% of the participants. Resilient individuals have the fortitude to persevere in the face of adversity, bouncing back stronger from setbacks and maintaining a positive attitude amidst obstacles. 

In sales, where rejection is commonplace, resilience is the bedrock upon which success is built. By building resilience, sales professionals can navigate challenges with confidence, resilience, and determination, ultimately propelling themselves towards greater heights of success. 

Adaptability (11%): 

While adaptability ranked third, it remains a significant factor in a salesperson’s success, as highlighted by 11% of respondents. In today’s landscape, everything evolves quickly, meaning that adaptability is no longer a luxury. Successful salespeople possess the agility to pivot strategies, embrace new technologies, and tailor their approach to meet the changing needs of clients and market dynamics. 

Adaptability isn’t just about reacting to change; it’s about proactively anticipating shifts in the market, embracing innovation, and staying one step ahead of the competition.  

So, what do these insights mean for sales professionals and organisations alike? 

Firstly, investing in communication skills development should be a top priority. Whether through training programs, workshops, or mentorship initiatives, honing communication expertise can unlock untapped potential and drive bottom-line results. 

Secondly, cultivating resilience should be ingrained in the sales culture. Encouraging a growth mindset, providing support systems, and celebrating resilience in action can empower sales teams to navigate challenges with confidence and determination. 

Lastly, fostering adaptability is essential for staying ahead of the curve. Embracing innovation, encouraging experimentation, and promoting a culture of continuous learning can position sales teams for success in an ever-evolving marketplace. 

The findings of this survey paint a compelling picture of the traits that define success in sales. While effective communication reigns supreme, resilience and adaptability play equally crucial roles in driving sales performance. By prioritising these key traits and investing in their development, sales professionals can unlock their full potential, drive sustainable success, and propel themselves towards unparalleled heights of achievement in the dynamic world of sales. 

If you would like to learn about how Corvus People can help your team employ the right people please contact us via:

E: [email protected]

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Contact Form: Here

Forward-thinking companies understand the value of having HR at the top table, acknowledging the pivotal benefits they bring. However, some may struggle to justify a permanent appointment to exploit these advantages.

Benefits of having HR in the board room

Strategic Alignment – aligning HR strategies with overall business objectives ensures that practices like recruitment, training, and performance management support the company’s strategic goals.

Talent Management – advising on attracting, developing, and retaining top talent helps them identify skill gaps, design training frameworks, and implement strategies for team growth.

Employee Engagement and Productivity – cultivating a positive work culture and enhancing employee engagement helps boost morale, productivity, and overall job satisfaction.

Risk Management and Compliance – with expertise in employment laws and regulations, HR professionals ensure compliance and minimise legal risks.

Change Management – Efficient introduction of organisational change, whether due to restructuring or operational advancements, is facilitated by HR expertise.

Employee Well-being and Diversity & Inclusion – advocacy for employee well-being initiatives and promotion of D&I fosters a more inclusive and attractive workplace.

While these benefits are significant, what can businesses without an HR Director or Head of HR do to harness these advantages?

Increasingly, companies are turning to fractional HR Directors to leverage strategic HR leadership without the commitment to a full-time resource.

Benefits of Fractional HR Directors

Cost-effectiveness and Flexibility – scalable involvement based on fluctuating HR needs, meaning you only pay for the required time based on your tailored specifications.

HR Team Development – providing learning opportunities for existing HR teams and aiding their professional development.

Expertise and Experience – bringing fresh perspectives and innovative solutions from working with diverse clients across different industries.

Focus on Strategic Priorities – freeing internal resources to focus on core business activities and strategic priorities.

Compliance and Risk Management – keeping abreast of evolving HR regulations and compliance requirements to avoid legal and financial consequences.

Access to Specialised Skills – expertise in specific areas of HR, such as talent acquisition or employee relations, providing added value.

Objectivity and Impartiality – offering an unbiased perspective on HR issues and conflicts within your organisation.

Bringing HR to the forefront of your business strategy will ensure you build people practices aligned with your growth plans in the long term. While a full-time HRD is not always an option, hiring a fractional HR Director presents a cost-effective, flexible, and scalable solution for businesses seeking to leverage HR expertise without a full-time commitment.

To learn more about how Corvus People can support your business with its HR requirements, check out our HR Consultancy services or contact us at [email protected].

Written by Ian Weatherup.

A headline that never ceases to disappoint.

It’s natural to feel outraged at the injustice of being denied equal rights and opportunities simply because of one’s gender. The slow pace of reforms, despite the clear economic benefits of gender equality, exacerbate these feelings of disappointment. It highlights a failure of leadership and a lack of urgency in addressing a fundamental issue that impacts the lives of half the global population.

Recent findings from the World Bank highlight a stark reality – no country in the world currently provides women with equal opportunities in the workforce compared to men. This revelation, far exceeding previous estimations, underscores the urgent need for action to bridge the global gender gap.

According to the report, closing this gap could potentially elevate the global gross domestic product by over 20%, presenting a significant economic opportunity for nations worldwide.

For the first time, the report delves into the impact of childcare and safety policies on women’s labour force participation across 190 countries. Shockingly, it reveals that women only enjoy 64% of the legal protections granted to men, a decrease from the previously assumed 77%. Issues such as childcare costs and safety concerns emerge as major barriers hindering women’s full engagement in the workforce.

The report’s 10th edition also sheds light on the disparity between enacted laws and their implementation in bridging gender gaps. Despite laws on equal pay being enacted in 95 countries, only 35 have measures in place to address the pay gap, with women globally earning just 77 cents for every dollar earned by men.

While some sub-Saharan African nations have shown commendable legislative progress, a significant gap persists between legal reforms and their effective implementation.

Countries like Togo exhibit high numbers of enacted laws but lack sufficient frameworks for execution.

Addressing childcare gaps emerges as a pivotal solution, with the report suggesting that improving childcare accessibility could immediately increase women’s labour force participation by 1%. Yet less than half of the countries offer financial support or tax relief for parents, and even fewer have quality standards for childcare services, leaving parents concerned about their children’s safety.

Moreover, disparities extend to pension benefits, with 81 countries failing to account for childcare-related work absences in women’s pension calculations. Additionally, while 151 countries have laws against workplace sexual harassment, only 40 cover abuse in public spaces or during commutes, leaving women unprotected on their way to work.

Indermit Gill, the World Bank Group’s Chief Economist, emphasises that discriminatory laws and practices globally hinder women’s equal participation in the workforce, potentially doubling global growth if the gender gap were bridged. However, reforms have been slow to materialise, underscoring the urgent need for action.

In the face of such staggering revelations from the World Bank’s latest report, it’s evident that the fight for gender equality in the workforce is far from over. The disparity between enacted laws and their implementation, coupled with persistent barriers such as childcare accessibility and safety concerns, underscores the urgent need for decisive action. It’s imperative that leaders and policymakers across the globe prioritise meaningful reforms to bridge the gender gap. The economic benefits are clear, the moral imperative undeniable. Let’s go beyond merely acknowledge these findings, and heed them as a call to action, ensuring that every individual, regardless of gender, has the opportunity to thrive in the workforce and contribute fully to our collective prosperity. The time for change is now.

Written by Lesley Armstrong.

I often get asked how to promote Diversity and Inclusion (D&I) in the workplace. When it comes to D&I, it starts with the hiring process. And one of the main blockers to fair and accessible processes is our unconscious bias.

Unconscious bias in hiring refers to the subtle, unintentional, and automatic prejudices or preferences that individuals may hold towards certain groups of people. Unconscious biases are often based on factors such as race, gender, age, ethnicity, socioeconomic background, or other characteristics that are not relevant to a person’s ability to perform a job. These biases can manifest in various ways, including:

1. Affinity Bias: Preferring candidates who share similar backgrounds, interests, or experiences with the decision-maker.
2. Halo & Horns Effect: Allowing one positive trait or characteristic to overshadow other relevant factors, or vice versa.
3. Confirmation Bias: Tending to favour information that confirms pre-existing beliefs or stereotypes about certain groups.
4. Stereotyping: Making assumptions about individuals based on generalisations and stereotypes associated with their demographic characteristics.

So, how can you fix this? How do you implement fair, unbiased processes that encourage diversity? The answer lies in employing assessment techniques, which removes the gut feeling and guesswork from recruitment.

Benefits of using Assessments

• Assessments in hiring ensure fair and legally sound practices, supporting diversity and inclusion goals.
• They offer flexibility for unbiased evaluations in recruitment, redundancy, promotion, and leadership development.
• Role-specific competencies identified through assessments align with company standards, ensuring precise and inclusive scoring.
• Evidence-based feedback from assessments provides valuable insights for a transparent and equitable hiring process.
• Scientifically backed assessment methods eliminates reliance on biased gut feelings, ensuring accurate candidate evaluations.
• Layering & integrating various assessments establishes a comprehensive approach to reduce bias.

Effective Evaluation Methods

Assessments can come in many different shapes and sizes, but the most effective are those tailored specifically to the requirements of the role. This will ensure you are measuring what matters most and helps you identify the best person for your role. Some example assessments are:

• Work Sample Tests: Replicate job tasks for a comprehensive evaluation.
• Integrity Tests: Assess honesty, trustworthiness, and dependability.
• Conscientiousness Tests: Evaluate responsibility, organisation, and hard work.
• Structured Employment Interviews: A reliable method for assessing candidates.
• Behavioural Consistency Method: Leverage past behaviour as a predictor of future success.

Eliminating bias from your hiring process is crucial for building a workplace that values diversity and inclusion. By recognising and tackling unconscious biases with practical assessment methods, you can escape the pitfalls of favouritism and stereotyping.

If you need support creating an assessment process that meets the needs of your organisation, while ensuring fairness, get in touch with us today.

Written by Michelle Kearns.

A month or two ago, I finished my second round with Game of Thrones, brought on by a recent trip to the Studio tour in Banbridge (10/10, would recommend to a friend). There is one line from the finale that has really stuck with me – so much so that I couldn’t even pinpoint where I had heard it, but it has been rattling around up there for weeks.

‘No one is very happy. Which means it’s a good compromise’. – the one and only, Tyrion Lannister.

I agree wholeheartedly with the statement, particularly for significant decisions (policy, redundancies, or in this case, who rules the Iron Throne). But let’s not ignore the first part of the quote – no one is very happy.

I’m a marketing bod, so hopefully, that provides some context to where I am going with this – but when it comes to your brand, both from the perspective of customers and talent, too much compromise can make for an all-around bland experience. You have spent so long trying to please everyone, that in the end, it hits the mark for no one. It might be an OK exchange, but there will be someone else, somewhere else, that has got it spot on for them. And ultimately, that’s where they will go.

People are diverse with their own blend of preferences. They want authenticity and a brand that personally resonates with them. We live in a world where we are being sold to all day long. Adverts pointed at us in every direction – TV, radio, social media, email, text message, in person. You can barely step outside your door without being met with some form of marketing. The only way to actually stand out? Be different.

How to do it

Firstly, you need to understand who you are as a business. What makes you unique? What do your customers and employees love most about you? Where are your strengths, and more importantly, what are your weaknesses?

From here, you should start to build an idea of what it is you bring to the table, and what you can do that your competitors can’t. That will define your offering.

Then you need to look at who actually wants this. Who are you attracting? This goes deeper than ‘business owners’ or ‘top talent’ – because that’s exactly how we have all fallen into this trap in the first place. What type of people are they? What do they love? What do they hate? What matters most to them when it comes to buying from or joining your business? Even better, who aren’t your people? Who doesn’t need this, or want it? And who don’t you want to work with?

I’ll use a car as an example (this will be rudimentary because I know nothing about cars – please bear with me). A 7-seater isn’t sporty – it’s not the fastest, or the coolest, or a status symbol to be admired by onlookers. But does it pretend to be? No. Do they try and find a middle ground and say, ‘We’re kind of fast and kind of sporty – look, we added a spoiler’? No. It just is what it is. And instead of trying to be all things to all men, they lean into it. No, we aren’t the fastest, but we are the biggest. No, we aren’t the coolest, but we do have space and flexibility to fit your lifestyle. No, we aren’t going to be gawked at on the street, but we’re ready to take on any terrain.

For many, that is what is important. That’s their who, and they speak right to them.

Find the people that matter and start creating messaging that is meaningful to them and avoid trying to please those who don’t – they aren’t your audience, stay in your lane.

If you’re interested in seeing this in action, and keeping to my 7-seater analogy, I think this one from Lexus demonstrates strong messaging well. Not only is this aimed directly at their target audience, but it also solves a notable problem with 7-seaters – no one wants to sit in the tiny back seats!

At the end of the day, we all know compromise has its place – but don’t make it the default for your brand. Embrace what makes you distinct, connecting with those who resonate with your message. Trying to please everyone will blend you into the background. Be bold, authentic, and unapologetically yourself. It may not please everyone, but it will resonate with those who matter most. In a world saturated with compromise, standing out is the only path to success.

Written by Natasha Agnew.

We hear a lot about Employer Brand (EB). How can we showcase our business, make ourselves sound great, and attract the best candidates? A simple solution could be to write some fancy copy to stick on your job ads and add a list of all your benefits – but of course, if it were that easy, every business would have an amazing EB.

So, the question is, how do we create a message that resonates with our target audience and attracts them to our business over our competition?

To truly speak to your audience, you need to look at more than just what is great about your business – and too often, employers neglect to show the challenges that come with the job.

You might be thinking, “Why would I talk about the hard bits of the job? Won’t it just put people off?” but think back to getting your first car. Did your parents just hand you the keys, or did you save up and use your hard-earned money to buy it? Chances are, if you worked for months to save up, you appreciated that car more than if it was simply given to you.

When we evaluate the value of something, we need to know how hard it will be to achieve it, or it’s virtually impossible to know if we want to pursue it. Will the juice be worth the squeeze?

In a book by Bryan Adams and Charlotte Marsha, the idea is that there are three main buckets of adversity we are looking to satisfy – purpose, impact, and belonging.

1. How can I fulfil my purpose in this business?
2. How can I create an impact on this business?
3. How can I feel a sense of belonging in this business?

To answer these questions, it’s essential to assess the difficulty of achieving each element. Is the wall too high to scale, or is it sufficiently high to bring meaning and value to the climb? Understanding the magnitude of the struggle is crucial.

The beauty of your EB lies in its uniqueness. Tolerance, threshold, and endurance for a company’s situations, demands, and expectations differ among candidates. Your EB acts as a smart filter, attracting those well-suited to your organisation while dissuading those incompatible with your culture.

Some candidates thrive on adversity, finding your expectations fair and even relishing the challenges. Others may be deterred. When crafting your messaging, the goal is not to attract as many people as possible but rather to attract as many of the right people as possible.

The conventional approach of boasting about being great at x, y, or z in every job ad has lost its impact. Candidates have become desensitised. Acknowledge the challenges of the job, be transparent, and create a give-and-take within your brand. This approach will yield a pool of candidates better aligned with your organisation, saving time and effort in screening those who don’t fit.

An authentic Employer Brand that embraces both the positive and challenging aspects of your business will resonate more with the right candidates, fostering a stronger connection between your organisation and potential employees.

Have you ever heard your grandparents say, “Back in my day….”? Or perhaps your parents reminisce about a time when things were harder, and the challenges of today seem like a breeze in comparison?

It’s a common sentiment that each generation believes they had it tougher than the one that came before and after them. But what if the challenges we face in the world of work aren’t necessarily tougher, just different?

Each generation makes its own unique journey into the narrative of the workforce. Baby boomers navigated a world without the internet, millennials witnessed the birth of social media, Generation X grappled with the transition from analogue to digital, and Gen Z is stepping into a landscape where remote work is the norm rather than the exception.
The challenges are distinct – shaped by the technology, social dynamics, and economic landscapes of their respective eras.

Baby boomers might reflect on the job security and stability of their careers – a job for life was the norm. A concept that seems almost non-existent in today’s gig economy, where the next pay cheque might come from a freelance project rather than a lifelong commitment to a single company. But in their time, job security didn’t mean the same constant career evolution demanded by today’s rapidly changing industries.

Generation X, often referred to as the “forgotten generation,” experienced the advent of technology. They saw the rise of personal computers, the birth of the internet, and the transition from analogue to digital communication. Sandwiched between the stability sought by baby boomers and the dynamic, tech-centric approach of millennials, Gen Xers developed a unique blend of adaptability and resilience. They learned to balance traditional values with the emerging tech landscape, providing a bridge between the old and the new.

Fast forward to my era, the era of millennials, where the hustle culture and the gig economy bring both flexibility and uncertainty. The pressure to maintain a vibrant online presence and the constant pursuit of side hustles can be mentally exhausting. However, we millennials also benefit from unprecedented access to information, networking opportunities, and the ability to craft careers that align with personal interests.

And now, Gen Z is entering a workforce transformed by a global pandemic. Remote work, digital communication, and adaptability are not just assets but necessities. The challenges they face may include finding a balance between the virtual and physical worlds, advocating for sustainable practices, and leveraging technology for both efficiency and well-being.

While each generation tends to argue that they had it tougher, perhaps it’s more accurate to say they faced different challenges. And while we all face struggles, we can always learn something from one another. Here’s what each generation brings to the table:

Baby boomers

Their wealth of experience provides a foundation of reliability and wisdom. Their tenure often translates into a strong work ethic and an ability to navigate challenges with adaptability – honed in an era that predates the internet (can you imagine?). Their contribution lies in a foundation of consistent career paths and a deep understanding of workplace dynamics.

Generation X

Caught in the technological shift, Gen Xers bring a unique perspective of adapting to digitalisation while preserving traditional values. They possess a pragmatic approach, often characterised by independence and resourcefulness. Gen Xers are the bridge between the analogue and digital eras, offering a balanced view of stability and innovation.

Millennials

Characterised by their adaptability, collaborative mindset, and tech savviness, millennials bring a fresh perspective. Their ability to navigate rapidly evolving technologies and their inclination towards teamwork make them valuable assets for businesses seeking innovation and efficiency.

Gen Z

This generation is known for their commitment to diversity and inclusion (D&I), entrepreneurial spirit, and being true tech natives. Their passion for creating a more inclusive workplace fosters a diverse and vibrant organisational culture, and their innate entrepreneurial spirit can infuse a sense of creativity and initiative.

I’m not saying that these assets are unique to these generations. I know a few baby boomers who are much more tech-savvy than me (a millennial) – they’re just generalisations about each generation. But when harnessed effectively, their diverse traits will create a harmonious and forward-thinking workplace.

So, the next time you hear someone say, “We had it tougher in our day,” remember that they faced challenges influenced by a different world. The essence of hard work remains, but the skills needed to navigate the professional landscape continue to shift and adapt, ensuring that each generation can contribute its own unique skills and experiences to the workplace.

Written by Michael Hewitt.