We’ve only just begun to explore the characteristics and implications of Generation Alpha, and yet another generation is already here – Generation Beta. January 1, 2025, marked the official arrival of this generation, comprising those born between 2025 and 2039.
But is it premature to start thinking about what the workplace will look like for a generation still in diapers? Do we not have enough on our plates with the current generations in focus? After all, we are still striving to understand Generation Alpha and Generation Z.
Why Worry Now?
The truth is, the disruptions we’ve experienced over the past decade are just a glimpse of what lies ahead. The landscape of work is evolving rapidly due to advancements in technology and artificial intelligence.
While we can’t predict the future with certainty, we can anticipate significant socio-economic, geopolitical, and cultural shifts that will change our ways of living and working. And Generation Beta will be smack in the middle of these transformative events.
Generation Beta is also going to be a consequential generation – projected to account for 16% of the global population by 2035. With projections estimating around 2.1 billion individuals, Generation Beta is set to become the second largest demographic cohort, following Generation Alpha’s 2 billion, according to Mark McCrindle, a social researcher and demographer who coined the term “Generation Alpha” and defined its parameters. This generation will be instrumental in shaping the future, making pivotal decisions that will have far-reaching impacts on our planet. Ensuring their success may prove to be a vital factor in determining our collective future.
Here are three major factors that could shape the lives of Generation Beta as they transition into adulthood and ultimately into the workplace:
1. Augmented Humanity Will Revolutionize The Workplace
Generation Beta will grow up in an environment where digital interactions are the norm. They will likely communicate online more frequently than in person, possibly having more digital friends—those they have never met physically—than face-to-face acquaintances. Social platforms such as Discord and Midjourney are set to increasingly integrate AI into their features, which will significantly shape the way Generation Beta will engage and interact in the future.
While Generation Alpha is often referred to as the “iPad Generation,” Generation Beta will be known as the “AI Generation.” As artificial intelligence becomes increasingly integrated into daily life, this generation will likely interact with AI more than any previous cohort. According to McCrindle, this generation will likely be the first to experience “autonomous transportation at scale, wearable health technologies, and immersive virtual environments” as standard aspects of daily life.
GPT-like models and chatbots have become significantly more affordable and accessible in recent years, paving the way for widespread adoption. The integration of augmented reality (AR), virtual reality (VR), and AI assistants is also on the rise. For instance, the app character.ai allows users to engage in conversations with digital representations of historical and contemporary figures from Elon Musk to Karl Marx —albeit these are all bots mimicking coded personas. However, the notion that future generations will interpret history through the lens of AI is a tad concerning.
Generations Beta will enter the workforce needing to be equipped with these transformative tools, and proficiency in AI is likely to become a standard requirement in many job descriptions. As they navigate this rapidly evolving technological landscape, they will need support in learning, personal development, and future planning. With numerous jobs being transformed or replaced by automation—potentially even in manufacturing—this generation will need to cultivate the skills and knowledge needed to leverage technological advancements at a much faster pace than others.
Where Do We Start?
The most crucial investment we can make over the next two decades is not in technology, but in our human connections. The overwhelming presence of technology can lead to feelings of isolation and disconnection. While it may seem challenging to regulate or limit technology use, a balanced approach emphasizing physical, social, and community interactions is essential.
We must prioritize these interactions and understand their profound impact on mental well-being and the sense of belonging. This doesn’t mean limiting exposure to technology; rather, it emphasizes the need for a more effective integration of technology with human experiences.
As many upcoming generations will be managed by Millennials and Gen Z, it is essential to cultivate the concept of Augmented Leadership with them today. This involves building and nurturing communities that foster genuine connections while ensuring that workplaces are designed for meaningful interactions, even amidst the increasing use of technology in all its forms.
The communities that Generation Beta will join will significantly influence their perspectives, attitudes, and behaviors. We should strive to build foundational structures and system that enable Generation Beta to engage with family, friends, supporters, coaches, and mentors—rather than relying solely on algorithms, code, and chatbots. By prioritizing investments in human connections now, we can help ensure that Generation Beta flourishes in supportive and engaging environments, even as technology continues to evolve and expand.
2. Wellbeing Will Become Non-Negotiable
Gallup research indicates that the percentage of employees who feel their company genuinely cares about their wellbeing rose during the pandemic but plummeted soon thereafter. Currently, Millennials and Gen Z experience some of the highest levels of stress – with 18- to 34-year-olds saying their average stress level is a 6 out of 10, compared with a 3.4 among people ages 65 and older according to an American Psychological Association (APA) survey.
This is largely attributed to rapid changes in work environments, evolving expectations, and the pervasive influence of technology. The APA survey also shows how isolation is on the rise – 74% of those ages 18 to 34 and 70% of those ages 35 to 44 say it’s harder to connect with people today than in the past.
If we project these trends forward, Generation Beta may face similar issues: disconnection and isolation, low engagement, high burnout, and diminished well-being. If our response continues to be as inadequate as it was during and after the pandemic, we risk perpetuating a cycle of distress for them.
Where Do We Start?
We need to start with shifting our perspective on wellbeing from being an optional perk to an essential component of every job. This could involve rewriting future job descriptions to highlight how roles not only fulfill career aspirations but also promote a balanced approach to wellbeing.
Developing and embedding supportive policies into organizational practices today is vital. By doing so, these principles can become ingrained in workplace culture by the time Generation Beta enters the workforce, rather than being treated as mere perks or afterthoughts. Wellbeing should also encompass factors beyond physical wellbeing – and include social, community, career and financial factors.
Leaders play a crucial role in this transformation; they must model healthy behaviors today so that such practices become the norm tomorrow. By focusing on cultivating healthy habits now, we can lay the groundwork for a thriving life for future generations.
3. The Meaning of Work Will Change Dramatically
For Generation Beta, work may not serve as the cornerstone of their identity, a trend that is already emerging. For instance, Generation Z places a higher value on purpose than on paycheck, a shift likely to accelerate. Work will become an essential activity that fuels people’s economic engines but will not solely define who they are.
The nature of work itself is being disrupted. Many will work in fields that do not even exist today and achieve feats thought unimaginable due to breakthrough technologies like AI and quantum computing. Work will equate to impact—not just a 9-to-5 shift.
There are other critical factors that will shape the Generation Beta identity. Major climate events are becoming more frequent, and the societal transformations we’ve witnessed over the past decade are likely to become the norm. According to the Pew Research Center, a significant majority of Millennials (71%) and Gen Zers (67%) view climate change as the foremost priority for ensuring a sustainable future for our planet. Generation Beta might well embrace this as their life’s calling or at least an important aspect of their social identity.
The question, “What do you do?” may become increasingly challenging to answer. Generation Beta might engage in a myriad of activities that provide income, rather than relying on a single job. This doesn’t even account for the various hobbies, passions, and communities they may be involved with. A more relevant question in the future might be, “What are you trying to build, create or impact these days?”
Where Do We Start?
Future generations will seek a more enriching work experience—one that transcends traditional job roles and is clearly linked to meaningful societal or community change. This demand will extend well beyond token initiatives or superficial social responsibility projects; they will expect companies to move from mere manifestos and values statements to sustained, impactful actions.
Generation Beta, in particular, will prefer not just any organization, but those whose missions directly contribute to significant progress on sustainability and climate change. As both employees and consumers, they will critically assess companies based on their track record in social sustainability and their demonstrated impact on pressing social and cultural issues. With diverse pursuits, identities, and roles, this generation will increasingly seek genuine meaning and purpose. It’s conceivable that a conventional purpose statement will no longer suffice, as it may feel too limiting.
To effectively engage future generations when the time comes, organizations should begin today by embedding practices and policies that foster connections beyond the transactional employee-employer relationship. Additionally, it is essential to support employees holistically by facilitating their pursuits of hobbies, volunteer work, and community engagement—enhancing their sense of identity beyond the workplace.
By adopting these practices, organizations can establish norms that will differentiate them in the future, positioning themselves as attractive and relevant employers for the next generation.
Looking Ahead
Ultimately, these are predictions of a future yet to arrive. The more pressing question isn’t what the workplace of Generation Beta will look like, but rather what we want it to look like. As someone wisely said, “The best way to predict the future is to create it.” We possess the power today to shape what tomorrow will become.
Remember – just 20 years ago, a certain Mark Zuckerberg was brainstorming a radical idea that would eventually become Facebook, while three PayPal employees came up with a revolutionary idea for an online video-sharing platform which they would later call YouTube.
That tomorrow, when Generation Beta walks into work, is perhaps closer than we might think.