Think about the last time you entered an office space. What feelings did it elicit? What was the temperature physically and mentally—was it warm or cold? How welcome did you feel? How were you greeted? How was the space utilized—for collaboration or independent work?
When you enter a space, you have a visceral feeling. It may be subconscious, yet your body feels the temperature physically and mentally, whether it feels welcome or not. Your body feels the cue for how the space is intended to be utilized. Consider the contrast felt between entering a library and entering an event space. They’re very different visceral feelings.
Looking back on my first job in high school, where I worked my way through college at a call center, I was greeted by security, followed by a long dark hallway that ended with a very busy warehouse filled with cubicles of people talking on the phone. Needless to say, it wasn’t very welcoming. Then, when I entered my first corporate job, it was very much the same environment—lots of cubicles, people working independently with no windows, fluorescent lights and cold temperatures. Again, it was not conducive to collaboration or deep engagement.
When my career took me to operations, I got to work in a warehouse where it was like working outside with all the dock doors open. Obviously, extreme heat and cold were not fun, but it felt so freeing to breathe natural air and to be able to easily walk up to people and talk informally through my nightly walks in the racks. I wrapped up my corporate career working in strategy and consulting, where there was a more open floor plan. While collaboration was strong, and there was natural light, concentrating and doing independent work was very difficult.
My experiences are not all that unique. Office spaces have swung on the proverbial pendulum from traditional cubicles to open floor plans in the 2010s. Since COVID and increased hybrid work, along with the neurodiversity problems with open floor plans, organizations are pivoting their office space design to be more inclusive and customized. No leader wants to be like the movie Office Space, famous for poking fun at the flaws of the 1990s workplace cube farms and non-welcoming vibes.
Leaders need to look at office space design through a generational lens to avoid not moving with future office design trends. With four generations comprising the workforce today, there are clear differences and similarities to inform space design that works for all, not just some.
I spoke with Rebecca Swanner, associate principal and market sector leader at design firm HED, about office space design. Swanner said, “It’s about designing a space where people can be their authentic selves. Baby Boomers and Gen X are used to building hierarchy and power into the actual architecture of their space. Younger generations still harness power, but don’t feel the need for a dedicated corner office to wield it. For our clients, workspaces are designed based on what specific task each employee is doing at a given time, not their status in the company. We also strive to design spaces that encourage all employees to be their authentic selves. Never before has work life become so intertwined with home life, and so, too, the office has to make room for employees’ most personal selves.”
Differences Across Generations
As technology has shifted, generational expectations have shifted on office space design. Gen Z, known as digital natives of technology, see work and life seamlessly happening across personal and professional spaces through technology. Work styles are also different across generations, with a preference for quieter work for older generations versus collaboration for younger generations. According to HED’s research, loyalty and hierarchy are more ingrained beliefs in older generations as well.
Similarities Across Generations
Although there are unique differences based on each generation’s varied lived experiences, all generations value relationships, primarily mentorship. Traditional mentorship models suggest a hierarchical approach, yet many organizations are embracing reverse mentoring, where younger employees mentor more tenured employees and leaders.
All employees require a sense of connection and purpose. They want to know why they are there and what the purpose of being in the office is. Swanner likes to explain the necessities of post-pandemic office design through a prairie forest analogy.
“The prairie is where people want to be seen and to connect,” she said. “Socialization and collaboration are the primary draw for most employees to return to work. However, all generations experienced isolation during lockdown, and the sense of social anxiety lingers. We must accommodate those that aren’t ready to put themselves on display. The forest surrounds the prairie and offers protection. Those in the forest can look out on the prairie and decide when and if they want to engage. It’s critical for everyone to feel safe and protected at work.”
Strategies to Bridge Differences and Similarities Across Generations
Swanner believes it is possible to accommodate the four generations in the workforce today, despite their differences. “It’s not actually a sacrifice to cater to specific generations. For example, millennials are the most likely to be in the caregiving years. What if there was a little place with paper and crayons for their child when they have to stop in the office for a meeting? For older generations, this will add humanity to their relationship and connection, maybe from their memories of caretaking. For younger generations wondering what it looks like being a professional and a parent, it is a positive too.”
For leaders wanting to be more inclusive of all generations in the workplace, consider these five pivots:
- Be proactive about how office spaces are intended to be used. Think about the primary use cases—is it for collaboration or more independent work? Have an open discussion about employer and employee needs, and be open to custom office solutions that work for your team.
- Encourage regular check-ins between employers and employees to discuss needs, expectations and concerns. For example, is the space pet-, visitor- and child-friendly, or not, or when does it make sense to include guests in the space?
- Implement formal or informal mentoring programs that pair younger and older employees together. Encourage mentors to share their knowledge, skills, and experiences with their mentees. Provide opportunities for mentors and mentees to learn from each other and build relationships.
- Create a culture of transparency and respect where everyone feels comfortable sharing their ideas. Create flexible workspaces that can accommodate different work styles and preferences. Design spaces that are visually appealing and conducive to creativity and productivity. If it makes sense with business needs, implement policies that allow employees to choose their work hours and locations and provide remote work options for those who prefer or need to work from home. Consider job-sharing arrangements to accommodate employees with varying work-life demands.
- Organize events and activities that celebrate the diversity of your workforce. Highlight the contributions of employees from different generations and backgrounds. Encourage employees to share their unique perspectives and experiences with each other in the office space environment.
As Sarah Davis, workplace strategist at HED, shared, “We should not overlook the importance of creating a workspace where diverse needs are met. When individuals encounter a space that holistically fits their needs—mentally, cognitively, socially, and physically—they feel like they belong. Workplace design has the power to foster human connection and bring people of all tenures together in meaningful ways. When this happens, people tend to leave the organization less frequently, express higher levels of satisfaction and have a greater sense of well-being.”
To avoid being like Office Space the movie, leaders need to make office spaces more inclusive and customized to accommodate the different needs and preferences of four generations in the workforce. To achieve this, leaders need to consider factors such as work styles, collaboration and mentorship opportunities.