The Future of Work: Generational Insights on the Modern Workplace

The workplace is undergoing profound transformations as technological advancements, shifting cultural expectations, and evolving workforce demographics redefine the modern employment experience. To better understand these changes, Checkr conducted a comprehensive survey of Americans from four generations—Gen Z, Millennials, Gen X, and Baby Boomers. The goal of this research was to uncover their diverse perspectives on the future of work and identify the factors shaping workplace satisfaction, motivation, and engagement in 2025 and beyond.

This report delves into critical themes that are shaping the future workforce, including the role of AI and technology, the impact of compensation on employee satisfaction and retention, the importance of effective management, and the evolving expectations around workplace culture and collaboration. It examines how each generation views these factors and highlights areas of alignment and divergence. By understanding these generational perspectives, employers can adapt their strategies to create a workplace that resonates with employees of all ages.

The findings provide valuable insights into key drivers of workplace satisfaction, including compensation and career growth, as well as the growing emphasis on mental health support and work-life balance. The research also highlights the opportunities and challenges posed by technological advancements, such as AI, and underscores the importance of cross-generational collaboration in enhancing workplace culture. Together, these insights paint a detailed picture of the modern workforce and offer actionable takeaways for employers looking to meet the needs of a diverse and evolving employee base.

As organizations prepare for the future of work, this report serves as a guide to navigating the complexities of a multi-generational workforce. By leveraging these findings, employers can build a more inclusive, adaptive, and innovative workplace that supports employees’ aspirations while driving organizational success.

Before we get into the summary of key findings, let’s take a look at the age groups of each generation surveyed:

The state of workplace satisfaction in America presents a nuanced picture, reflecting generational differences in happiness, engagement, and optimism about the future. Responses from an equal distribution of Gen Z, Millennials, Gen X, and Baby Boomers reveal distinct trends that employers should consider in shaping the future of work.

To start, workplace happiness improves with age, as Baby Boomers and Gen X lead in positive sentiment, with 50% identifying as “Happy.” In contrast, Gen Z demonstrates significantly less happy employees with just 35% saying they’re happy at work. Millennials fall in the middle with 42% saying they’re happy on the job. Overall, younger generations face greater challenges in achieving workplace happiness, underscoring the importance of strategic support and engagement initiatives tailored to their needs.

*Data from Checkr proprietary survey of 3,000 Americans

Clear communication and alignment between employees’ roles and organizational goals play a critical role in engagement. Baby Boomers show the strongest agreement (50% agree, 19% strongly agree) that their employer effectively communicates these connections. Gen Z, however, reports the highest neutrality (25%), indicating a gap in engagement that could be bridged with more focused communication efforts. Millennials express slightly higher dissatisfaction (13% disagreement), suggesting room for improvement in creating meaningful alignment. Encouragingly, strong disagreement remains low across all generations. These findings emphasize the importance of fostering clear communication strategies that resonate with younger employees to reduce neutrality and improve engagement.

Compensation dissatisfaction emerges as the leading factor for workplace unhappiness, especially among Millennials and Gen Z, who face greater financial pressures and unmet expectations. Workload and workplace culture are also significant contributors. While workload concerns are relatively consistent across generations, Baby Boomers report higher dissatisfaction with workplace culture (21%) compared to Gen Z (15%) and Millennials (14%). Managerial dissatisfaction, at 14% overall, shows little generational variation but remains a persistent issue. Notably, Baby Boomers are the most satisfied overall, with 12% stating they are “100% happy at work,” significantly higher than Gen Z (4%). Employers must address these concerns, particularly among younger generations, while sustaining the positive environment appreciated by Baby Boomers.

Millennials are the most optimistic about workplace happiness improving in 2025, with 52% expressing confidence in positive change. In contrast, Baby Boomers exhibit a more cautious or neutral outlook, with 43% expressing neutrality and only 39% agreeing their happiness will improve. Neutrality is widespread, particularly among Gen X (37%) and Baby Boomers, reflecting uncertainty about the future. Disagreement levels are low and consistent across generations, averaging 18%. These findings suggest a mixed outlook, with optimism driven largely by Millennials. Employers can help foster optimism by addressing uncertainties and providing clear pathways for workplace improvements.

By addressing these generational differences, employers can create a more inclusive, satisfying, and forward-thinking workplace environment that supports employees across all age groups.

The impact of AI and technology in the workplace presents a complex narrative, with perceptions varying significantly across generations. Insights from equal representation of Gen Z, Millennials, Gen X, and Baby Boomers highlight a generational divide in optimism, fear, and acceptance of AI as a transformative tool in the workplace.

Skepticism about AI’s efficiency dominates across generations, with Baby Boomers (49%) and Gen X (39%) reporting the belief that only 5% of their daily work could be improved by AI. Conversely, younger generations, particularly Millennials, exhibit greater optimism about AI’s potential. Millennials are most likely to estimate mid-range efficiency improvements (20%-25%), reflecting a higher level of trust in technology. A small but notable portion of Gen Z and Millennials (6%) believe that over 50% of their work could benefit from AI.

This generational divide underscores the need for targeted education and integration strategies to help older generations see AI as a complementary tool while supporting younger workers in maximizing its potential.

Concerns about AI negatively affecting wages are more prevalent among younger generations. Gen Z leads in fear, with 39% agreeing that AI could result in lower pay for positions like theirs in 2025, including 16% strongly agreeing. Millennials follow closely with 36% expressing concern. In contrast, Baby Boomers and Gen X exhibit greater confidence, with 32% and 31% disagreeing, respectively, that AI poses a threat to wages. Neutrality remains consistent across generations (24%), reflecting uncertainty about the long-term effects of AI integration.

These findings highlight the importance of transparent communication about AI’s role in the workplace. Employers should address these fears by clarifying how AI will complement rather than compete with human contributions.

Additionally, there is strong resistance to the idea of AI replacing managers across all generations. Disagreement is most pronounced among Baby Boomers (74% combined disagreement) and Gen X (68%), emphasizing the enduring value of human leadership. Millennials, however, show slightly more openness to AI-driven management, with 16% agreeing and 6% strongly agreeing that their manager could be replaced by AI without significant impact. Gen Z demonstrates the highest neutrality (19%), suggesting some uncertainty about AI’s potential to manage effectively.

Employers should explore AI as a support mechanism for managerial tasks rather than a replacement for human leadership, leveraging its capabilities to enhance decision-making and administrative efficiency.

Concerns about job security in the face of AI advancements are highest among Millennials, with 54% expressing worry, while 48% of Gen Z and Gen X share those concerns. On the other hand, just 39% of Baby Boomers voiced the same concerns as their younger counterparts. This generational anxiety reflects the need for employers to emphasize human-AI collaboration. Highlighting the unique value of human skills and ensuring transparent policies around AI implementation can help mitigate fears, particularly among younger workers.

*Data from Checkr proprietary survey of 3,000 Americans

By understanding and addressing these generational perspectives, employers can ensure that AI integration supports both individual and organizational growth while maintaining confidence and collaboration in the workplace.

Compensation remains a central focus in the modern workplace, driving satisfaction, retention, and recruitment across generations. Insights from an equal number of respondents from Gen Z, Millennials, Gen X, and Baby Boomers highlight key generational differences in satisfaction with compensation packages, perceptions of fairness, and the role of salary in career decisions.

To start, generational differences in satisfaction with compensation packages are evident. Baby Boomers and Gen X are the most satisfied, with 50% and 47% combined agreement, respectively, reflecting greater contentment with their pay, benefits, and rewards. In contrast, younger generations, particularly Gen Z, report lower satisfaction levels, with 24% of Gen Z and 25% of Millennials disagreeing. Neutrality is also more common among Gen Z (26%), signaling uncertainty or indifference about their compensation. Across all groups, strong disagreement is low, with Baby Boomers expressing the least dissatisfaction (7%). These findings indicate that younger generations may feel less aligned with current compensation structures, necessitating adjustments to meet their expectations.

The perception of being fairly compensated also varies significantly by generation. Baby Boomers again lead in satisfaction, with 55% agreeing that their pay reflects the quality of their work and contributions. Millennials and Gen Z, however, feel less valued, with 27% of Millennials and 25% of Gen Z disagreeing or strongly disagreeing. Neutrality is highest among Gen Z (25%), further reflecting uncertainty about the fairness of their compensation. Millennials are the most vocal in expressing dissatisfaction, underscoring the need for more transparent and equitable pay practices to boost their morale and engagement.

Next, we learned that raises are a critical factor in retention for younger workers, with Gen Z and Millennials showing the strongest likelihood of leaving their jobs without one. A combined 51% of Gen Z and 47% of Millennials agree that they would consider job-hopping if they don’t receive a raise going into 2025. Conversely, Baby Boomers exhibit the most stability, with only 20% agreeing with their younger counterparts, suggesting they are more willing to stay despite stagnant pay. Gen X falls in the middle, with just 34% saying they’ll look for new jobs if a raise doesn’t come their way in 2025.

*Data from Checkr proprietary survey of 3,000 Americans

Lastly, compensation is the top motivator when accepting a job offer, particularly for younger generations. Millennials and Gen Z lead in prioritizing pay, with 68% and 63% combined agreement, respectively. Gen X closely aligns with Millennials, emphasizing the importance of salary during career decisions. In contrast, Baby Boomers place less emphasis on compensation, with 27% disagreeing and the lowest levels of strong agreement (11%), suggesting that other factors, such as stability and workplace culture, weigh more heavily in their decisions. Gen Z shows higher neutrality (23%), indicating they may consider other motivators alongside compensation.

By addressing these generational differences and aligning compensation strategies with employee expectations, organizations can enhance satisfaction, drive retention, and position themselves as competitive employers in the evolving workforce.

Management plays a pivotal role in shaping workplace culture, engagement, and professional development across generations. Data from an equal representation of Gen Z, Millennials, Gen X, and Baby Boomers reveals generational nuances in how employees perceive their managers’ effectiveness in fostering engagement, providing recognition, and supporting growth.

First, respondents revealed that managers are broadly seen as doing a good job of keeping employees engaged and fulfilled, with agreement levels ranging from 46%-49% across generations. Baby Boomers express the most confidence in managerial efforts, leading in agreement (49%). Gen Z (46%), Millennials (47%), and Gen X (46%) all share similar opinions to Baby Boomers with regard to manager-led engagement and fulfillment at work. 

*Data from Checkr proprietary survey of 3,000 Americans

These findings suggest that while many employees are satisfied with managerial engagement, younger generations, particularly Millennials, may require more targeted strategies to build trust and confidence in leadership.

The majority of employees feel recognized and valued by their managers, with Gen X reporting the highest agreement (54%), indicating strong satisfaction. Millennials follow closely at 53% combined agreement, aligning closely with the overall average. However, Gen Z shows the highest neutrality (25%), highlighting a lack of clarity or consistency in recognition efforts for this group. Disagreement levels are similar across generations, ranging from 24%-27%, showing that a minority of employees still feel undervalued.

To address these disparities, managers should prioritize consistent and tailored recognition strategies, particularly for younger generations like Gen Z, who may require more proactive and personalized acknowledgment of their contributions.

Confidence in managers’ ability to provide professional development opportunities is moderately high across generations. Millennials lead in agreement, with 51% expressing confidence in their managers’ support for growth. Baby Boomers and Gen X follow closely, with 48% and 51% combined agreement, respectively, indicating strong satisfaction among older employees. However, Gen Z exhibits the highest neutrality (30%), signaling uncertainty about the level of support they can expect. Disagreement is consistent across generations, at around 22%-23%.

This data highlights the need for clear and actionable professional development plans to build trust and reduce uncertainty, particularly for younger workers like Gen Z. Managers who effectively communicate and deliver growth opportunities can boost confidence and engagement across all age groups.

By addressing these generational differences and fostering trust, recognition, and development, organizations can empower managers to create a more inclusive and effective workplace that supports employees at every stage of their careers.

Understanding employee motivations is critical to preparing for the future of work. Insights from equal representation of Gen Z, Millennials, Gen X, and Baby Boomers reveal common priorities across generations, as well as differences in what drives satisfaction, fulfillment, and engagement in 2025.

To begin, we learned that compensation remains the top motivator across all generations, with the majority prioritizing higher pay as their most desired outcome from employers. Millennials lead in this focus, with 60% identifying compensation as their primary goal. Gen Z also values compensation but places greater emphasis on work-life balance (18%) compared to older generations. Baby Boomers express unique priorities, such as improved benefits (11%) and a four-day workweek (14%). Additionally, when considering whether their current job supports financial stability, Millennials are the most optimistic (55% agreement), while Baby Boomers and Gen X exhibit higher neutrality, reflecting uncertainty about their financial trajectories.

Employees across all generations agree that clear paths to promotions and raises are the most important factors for workplace fulfillment. Millennials emphasize this need most strongly (49%), while Baby Boomers prioritize other elements, such as improved managerial support (23%) and purpose-led work (20%). Gen Z highlights mental health support (19%) as critical to their sense of fulfillment, underlining the increasing importance of well-being initiatives for younger workers. Across the board, technological tools and activism opportunities are ranked lowest, indicating they are not primary drivers of fulfillment.

Optimism about achieving a healthy work-life balance in 2025 is strong across generations, with Millennials (60%) and Baby Boomers (58%) slightly outpacing Gen Z (54%) and Gen X (57%). These findings suggest a growing expectation for employers to prioritize and deliver robust work-life balance initiatives to support employee well-being.

*Data from Checkr proprietary survey of 3,000 Americans

Cross-generational collaboration is widely recognized as important, with 59% of respondents rating it as very or extremely important to team performance and workplace culture. Millennials and Baby Boomers are particularly supportive, with 25% of each group rating it as extremely important. Gen Z is less engaged, with 13% rating collaboration as slightly or not important, highlighting a potential need for stronger incentives or education about the value of intergenerational teamwork. Moderate importance is a common view across all groups, with around 30% in agreement, indicating opportunities to deepen the emphasis on collaboration.

By addressing these motivational factors, employers can create a future-ready workplace that aligns with the evolving needs of employees across all age groups.

This research highlights the evolving landscape of the workplace, shaped by generational priorities, challenges, and expectations. While common themes such as compensation, work-life balance, and professional development resonate across all age groups, the findings underscore significant generational differences in how these factors are valued and experienced. Baby Boomers and Gen X display greater satisfaction with compensation and managerial support, while Millennials and Gen Z emphasize pathways to career growth, mental health support, and achieving financial stability. Younger generations are also more optimistic about workplace improvements but express greater uncertainty in areas like job security and feeling valued.

Technology, particularly AI, is emerging as both an opportunity and a concern. Millennials and Gen Z are more optimistic about AI’s potential to enhance efficiency but are simultaneously more apprehensive about its impact on job security and wages. Meanwhile, older generations remain skeptical of AI’s role but more confident in their ability to navigate its integration. Cross-generational collaboration, though widely recognized as important, sees varying levels of enthusiasm, with Gen Z needing greater engagement in leveraging the benefits of teamwork across age groups.

As the future of work unfolds, employers may choose to adopt a multifaceted approach to address these generational differences while fostering a cohesive workplace. Competitive compensation, clear growth opportunities, and robust work-life balance initiatives remain pivotal for attracting and retaining talent. Tailored strategies to enhance recognition, mental health support, and professional development can address generational disparities and boost satisfaction. Embracing AI as a complement to human work, while addressing concerns about its implications, will be critical in building trust and confidence across the workforce.

By understanding and responding to these generational insights, organizations can cultivate an adaptive and inclusive workplace that not only meets the current needs of employees but also positions them for long-term success. The future of work is not one-size-fits-all; it requires a thoughtful blend of innovation, flexibility, and collaboration to thrive in a rapidly changing environment.

All data found within this report is derived from a survey by Checkr conducted online via survey platform Pollfish from November 2-5. In total, 3,000 employed adult Americans were surveyed—an equal number from each generation. The respondents were found via Pollfish’s age filtering features. This survey was conducted over a four-day span, and all respondents were asked to answer all questions as truthfully as possible and to the best of their knowledge and abilities.

About the author

As Director of Communications, David tells the story of Checkr’s innovative product offerings and company achievements. David has successfully developed beloved brands through public relations at Fastly, Productboard, Ripple, and Dropbox.