Oh, these generations! It seems that as soon as the millennials were sorted out, the zoomers immediately grew up, and the alpha was already on the way. And they can all work in the same office! How can we build a culture where everyone feels comfortable, productive, and interesting? Let's figure it out.

Generational theory: not labels, but benchmarks

Let's start with the basics, but let's take a fresh look at them. The theory of generations by Strauss and Howe (1991) is not about "these are lazy, but these are always unhappy." Rather, it's about how global events and technological progress shape people's worldviews, values, habits, and how a difference of 10-20 years changes a person's approach to work. And these differences, whether we want them to or not, manifest themselves in our work.

Baby boomers ( born 1946-1963): often associated with dedication to the company, the value of stability and career growth. Hierarchy and formal communication are important to them.

Generation X (born in 1964-1980): they are more independent, appreciate the balance between work and personal life, are skeptical of authorities, prefer direct communication. They are like a "bridge" between boomers and millennials.

Millennials (generation Y, born in 1981-1996): they grew up in the digital age, appreciate flexibility, feedback, development and meaning. Teamwork and recognition are important to them.

Zoomers (generation Z, born in 1997-2012): some "digital natives" are pragmatic, value speed, multitasking, inclusivity. It is important for them to be able to learn quickly and see results.

Where is the problem?

The problems start when we label people. The real difficulties arise at the junction:

·       Communication: one prefers e—mail, the other prefers instant messengers, and the third prefers a personal meeting.

·       Feedback: some people need a clear structure and criticism of the case, others need more praise and coaching.

·       Technology: some people easily learn new programs, while others need detailed instructions and time to adapt.

·       Motivation: values can vary greatly — from a stable salary and a social package to interesting projects and the opportunity to influence the world (or at least the life of the company).

A culture that unites, not divides

So how do you build this culture? There is no need to try to "remake" people to fit the standard. On the contrary, it is necessary to use the strengths of each generation and create an environment where these strengths complement each other.

What to do?

1.     Listen and hear. From the simplest: ask employees of different ages what is important to them in their work, what motivates them, what causes difficulties. Perhaps you will discover something new. For example, that boomers are ready to adopt new technologies if they see their benefits and receive understandable support.

2.     Develop flexibility. This applies to everything: work schedules (where possible), approaches to tasks, and communication methods. Suggest a hybrid work format if it suits your company. Let the teams choose the communication tools they are comfortable with (within reasonable limits, of course).

3.     Mentoring, Reverse Mentoring, or peer-to-peer. It's a powerful tool! Connect employees of different generations. X—rays can convey knowledge about processes and industry specifics, while zoomers can help you master new technologies, understand social media trends, and show new approaches to solving problems. It erases barriers.

4.     Invest in digital tools. This is not just a fashion statement, but a necessity. Convenient corporate messengers, project management platforms, electronic document management systems (like Docrobot's QEDO solution) — all this makes interaction easier and more transparent for everyone, regardless of age.

As noted by Timur Marusiak, Executive Director of Docrobot Central Asia: "Nowadays, speed and transparency of processes are the basis for the effective work of a team that brings together people from different generations. Digital tools such as KEDO not only speed up the exchange of documents, but also create a single information field that is understandable to everyone, regardless of their technological background."

If all the documents are in numbers, you do not need to look for the right piece of paper in a mountain of folders (boomers and X's are happy), you do not need to wait for a courier to sign (millennials will rejoice), everything is available online from any device (this is for zoomers). Docrobot, in fact, becomes a kind of "translator" between generations in matters of working with documents. This makes the processes predictable and understandable, relieving unnecessary stress.

Timur Marusiak: "We see how the introduction of electronic document management is changing the atmosphere in companies. Employees spend less time on routine tasks, get less annoyed with bureaucracy, and have more time and energy for really important tasks. This directly affects their engagement and prevents burnout, which, by the way, has no age."

5.     Focus on shared values. Despite all the differences, people of different generations There are many things in common: the desire for recognition, the desire to be a part of something bigger, the need for development. Find these common points of contact and build a culture around them.

What is new to discover?

Perhaps the main discovery is not to find the unique traits of each generation, but to understand how quickly these traits change under the influence of technology and global events. It is important not just to study theories, but to constantly be in dialogue with employees, monitor changes in their needs and be ready for flexible adaptation of corporate culture and processes.

Building a culture in a multi—generational company is not about the struggle of ages, but about synergy. Use everyone's strengths, give them the right tools (including digital ones), listen to your people and be ready to change with them. Then the office will become a place where everyone will feel comfortable working, no matter what year they were born.