Insight 1
A new generation will dominate the job market
The new generation of workers
As more of the older generations embrace retirement by 2035, they will pass the baton to a new, tech-savvy era of workers to shape the future of businesses.
As the Gen Z generation will be between the ages of 22 and 36 in 2035, Gen Alpha, also known as "the great screen age," will be in their early twenties as well and entering the workforce. Millennials will also continue to reign in 2035, possibly stepping into more leadership roles.
Consider this: the young generations stepping into the working world after experiencing several catastrophic events in history. The isolation of the global pandemic, along with the continued escalation of gun violence and social instability – not to mention, they were the first generation to grow up with as much technology and data as there has ever been, right at their fingertips. These experiences have led them to behave and think differently than older generations and prioritize certain values over others.
To welcome in the future workforce and establish healthy, thriving teams in the next decade, you should take a proactive approach and understand their needs.1
1 John Hopkins University, “Gen Z in the workplace: How should companies adapt? (U.S. focus),” jhu.edu.
Expect diversity, equity and inclusion This generation values DEI (diversity, equity and inclusion) far more than other generations — rather than a “nice to have” mentality, it’s an expectation. The ethics of your brand are everything to them.
Prioritize work flexibility They want to be defined as more than solely their work, and many expect their employer to offer a flexible, remote work schedule. According to Fortune, 60% of employees agreed that remote and hybrid work increases productivity and reduces workplace distractions as well as many of the stressors that worsen Gen Z employees’ mental health difficulties like stress.2
2 Fortune, “The kids are not alright: Gen Z and millennial workers are struggling and it’s time for managers to pay attention,” fortune.com.
Lean into ”gig culture” Many in these generations exhibit a desire to innovate and take risks, often pursuing side projects or startups that allow them to express their creativity and drive change.
Value mindfulness and empathy A strong emphasis on mental wellbeing drives these workers to create supportive environments, fostering open communication and understanding among colleagues to enhance collaboration and productivity.
Are ”digitally native” Growing up with the digital world in their hands, this generation is the first to be considered “digitally native” — they are well-versed in technology and AI and can navigate it with ease.
Continuously learn Committed to personal and professional growth, Gen Z and Millennials seek out opportunities for skill development and lifelong learning, understanding that adaptability and knowledge are crucial in a rapidly changing job market
Are considered the “loneliest generation” Whether from technology or the pandemic, Gen Z are far more likely to say they felt lonely growing up and haven’t grown out of an inherent state of loneliness. Because of this, mental health initiatives are important to them.3
3 Workplace Meta, “Gen Z in the workplace: How to keep them happy,” workplace.com.
Tend to be less engaged at work The likelihood of Gen Z being “not engaged” at work is somewhat higher than that of more senior counterparts. According to Gallup, 54% of them are not engaged, which is slightly more than prior generations.4
4 Gallup, “Generation disconnected: Data on Gen Z in the workplace,” gallup.com.
Generational difference continues to condense from decades to just a few short years. This means that by 2035, we could see as many as six or seven generations working side by side that all have differing opinions, expectations and work ethics. This will inevitably make it harder than ever to create internal harmony. Although newer generations will likely dominate roles within the contact center, we will still see another five or six older generations making up a high percentage of the overall workforce, which will be a significant challenge for contact center executives to manage. The ability to work from anywhere will likely be an expectation in many contact center roles. The role of supervisors and support staff will likely be fulfilled by agent assist technologies, and many staffing decisions will be made at this point by AI. The technological support provided by AI and automation will be welcomed. Many of the simpler tasks that were previously completed by less tenured employees will be automated by various forms of AI. Simpler, transactional type queries are no longer received into the service centers by 2035, making upskilling of employees more difficult than ever. This is why copilots are no longer a “nice to have,” but a necessity for a contact center agent to be competent in their role. The Gen Z employees will know no different, having only ever been used to using AI technology on a day to day basis, but the older generations will need to adapt to the new ways of working. The fear of being replaced by an AI will continue to linger, but by 2035 almost all of the expect job displacements will have occurred, and remaining employees will be top performers.
Wayne Butterfield
Partner, Global Lead Contact Center Transformation at ISG
How to prepare
Cultivate an environment and hiring process that prioritizes the needs of this generation including flexibility, mindfulness, empathy and inclusivity.
Embrace a culture of listening to new ideas from a different generation that grew up with newer technologies and are well-accustomed to them.
Promote mental health awareness through policies and programs that focus on mental wellbeing and empathetic leadership.