Imagine this: A senior executive in his 60s is busy drafting an email on his desktop computer, while a 24-year-old team member, fresh out of university, is texting her colleagues on Slack, using emojis to make her point. Both are equally adept at their work, but their styles couldn’t be more different. Two worlds, two completely different work styles, yet they both have to collaborate under one roof. Welcome to the modern Sri Lankan workplace, where generational differences are not just inevitable, they’re a daily reality. So, what happens when Baby Boomers and Gen Z clash at work?
Sri Lankan workplaces are experiencing a generational shift, with Baby Boomers (born 1946-1964), Gen X (1965-1980), Millennials (1981-1996), and Gen Z (1997-2012) all working together. But the biggest workplace culture clash is happening between Boomers and Gen Z, two generations with starkly different values, expectations, and communication styles (Ganesalillai, 2024).
| Generations | People Born Between |
|---|---|
| Greatest Generation | 1900 – 1927 |
| Silent Generation | 1928 – 1945 |
| Baby Boomers | 1946 – 1964 |
| Generation X | 1965 – 1980 |
| Generation Y – Millennials | 1981 – 1996 |
| Generation z – Gen Z | 1997 – 2010 |
| Generation Alpha | 2011 – 2025 |
Figure 1 (Financial Times, 2024)
So, are Sri Lankan workplaces adapting to these changing workforce dynamics? And how can HR bridge the gap between older and younger employees?
Why Do Boomers and Gen Z Clash at Work?
In an article written by Dilaksan Ganesapillai (2024), the generational differences between Boomers and Gen Z in Sri Lankan workplaces are explored in depth. The friction often arises from distinct values, communication preferences, and expectations in the workplace.
Work Ethic & Career Expectations
- Boomers value loyalty, hierarchy, and long-term job stability. They often expect younger employees to ‘pay their dues’ before getting leadership roles.
- Gen Z, however, seeks flexibility, purpose-driven work, and rapid career progression. They are more likely to switch jobs if they feel undervalued.
- In Sri Lanka, respect for seniority is deeply ingrained, and Gen Z’s preference for merit-based promotions sometimes clashes with Boomers’ expectations of waiting their turn.
Communication Styles
- Boomers prefer face-to-face meetings, formal emails, and structured discussions.
- Gen Z thrives on instant messaging, emojis, and quick, informal communication, often finding traditional methods outdated.
- Miscommunication often arises because Gen Z expects open-door policies and informal collaboration, while Boomers may interpret this as a lack of professionalism.
Technology & Workplace Adaptation
- Boomers sometimes struggle with rapid digital transformation, preferring traditional work processes.
- Gen Z, as digital natives, demand automation, AI-driven solutions, and remote work options.
- Studies on Sri Lankan workplaces suggest that many Boomers feel overwhelmed by technology, whereas Gen Z may become frustrated when companies do not modernize quickly enough.
Work-Life Balance vs. Work Commitment
- Boomers see long working hours as a sign of dedication.
- Gen Z prioritizes work-life balance, mental health, and flexible schedules, often challenging rigid office norms.
- In Sri Lanka, Gen Z employees increasingly expect companies to offer mental health support and wellness benefits, which some Boomers may dismiss as unnecessary.
Meet Keerthi Jayakody – He’s a Boomer.
Keerthi has worked his way up the corporate ladder, valuing loyalty, tradition, and the stability of established methods. He believes in hard work, hierarchy, and maintaining face-to-face communication to ensure clarity and professionalism.
Meet Tiana – She’s Gen Z.
Tiana is tech-savvy, ambitious, and focused on work-life balance. She thrives in a fast-paced, digital environment and believes in breaking down traditional barriers to create more flexibility and innovation in the workplace.
Generational Shifts in Sri Lankan Workplaces: A Case in Point
In Sri Lanka, generational differences are having a profound impact on workplace dynamics.
A study focusing on pharmaceutical companies in the Western Province revealed that while generational differences in work values did not significantly impact workplace conflicts, there were notable differences in work values and conflict levels among different generations (Preena, 2019).
At ABC Apparel Company, a leading garment manufacturer in Sri Lanka, generational differences have shaped learning and development preferences. A study by Bandara (2024) explored learning preferences among Generation X, Millennials (Generation Y), and Generation Z employees. The findings highlighted that each generation values and engages in learning activities differently. This difference has led to the need for tailored training and development programs to address diverse learning needs and ensure all employees are effectively supported.
In the Sri Lankan telecommunications sector, many senior leaders, typically from the Baby Boomer generation, have historically resisted the introduction of modern work practices, including flexible working hours and remote work options. However, as younger employees from Gen Z started demanding more work-life balance and flexibility, companies were forced to adapt. For instance, Dialog Axiata, one of the leading telecommunications companies in Sri Lanka, eventually introduced a hybrid working model and expanded mental health initiatives after receiving feedback from younger employees. While initially met with some resistance, this shift helped retain younger talent, demonstrating the importance of understanding and addressing generational expectations in the workplace (Perera, 2023).
Are Sri Lankan Workplaces Adapting?
Some companies have embraced change, while others still struggle with intergenerational conflicts. In an article written by Shanuka Kadupitiyage (2024), we can see a comparison between Progressive and Resistant workplaces.
Progressive Workplaces are:
- Introducing hybrid work models and flexible hours to accommodate both traditional and modern work styles.
- Encouraging mentorship programs, where Boomers and Gen Z can learn from each other.
- Leveraging technology for collaboration, ensuring that digital tools work for all employees, not just younger ones.
- Implementing cross-generational teams to improve workplace harmony, where Boomers provide mentorship and Gen Z drives digital transformation.
Resistant Workplaces are:
- Holding onto rigid hierarchies, making it hard for Gen Z employees to express ideas freely.
- Failing to address communication barriers, leading to misunderstandings and workplace tensions.
- Ignoring the mental health needs of younger employees, dismissing them as ‘entitled’ or ‘too sensitive’.
- Relying on top-down management styles, which can frustrate Gen Z employees who value collaboration and autonomy.
How Can HR Manage Expectations Between Generations?
HR plays a crucial role in fostering collaboration instead of conflict. In an article written by Prasanna Perera in Ceylon Today (2024), several strategies for managing generational differences in Sri Lankan workplaces were discussed, including the following approaches:
Encourage Mutual Learning
- Implement reverse mentoring programs where Gen Z teaches digital skills, while Boomers share leadership experience.
- Organize intergenerational team-building activities to bridge cultural gaps.
- Develop structured conflict resolution strategies, as research suggests that generational clashes often reduce productivity in Sri Lankan workplaces.
Adapt Communication Strategies
- Use a mix of emails, meetings, instant messaging, and collaborative tools to suit all preferences.
- Train managers to resolve generational conflicts with empathy and understanding.
- Promote open-door policies to make younger employees feel heard while maintaining respect for hierarchy.
Customize Work Benefits & Policies
- Offer long-term retirement benefits for Boomers and mental health & wellness support for Gen Z.
- Create career development paths that appeal to both long-term planners and fast movers.
- Design compensation and benefits that recognize both experience-based loyalty (Boomers) and skill-based promotions (Gen Z).
Generational conflict is natural, but it doesn’t have to divide Sri Lankan workplaces. With the right HR strategies, companies can turn generational differences into strengths leveraging Boomers’ experience and Gen Z’s innovation to build a more dynamic, inclusive workforce.
What do you think? Have you experienced generational clashes at work? Let’s discuss in the comments!
References
Ganesalillai, D., 2024. Understanding Generational Differences in the Sri Lankan Workplace. [Online]
Available at: https://www.linkedin.com/pulse/understanding-generational-differences-sri-lankan-ganesapillai-vpope
[Accessed 15 March 2025].
Kadupitiyage, S., 2024. Gen Z and an Evolving Corporate Sri Lanka. [Online]
Available at: https://ceylontoday.lk/2024/02/03/gen-z-and-an-evolving-corporate-sri-lanka/
[Accessed 17 March 2025].
Perera, P., 2024. Managing the Multigenerational Workforce. [Online]
Available at: https://ceylontoday.lk/2024/02/19/managing-the-multigenerational-workforce/
[Accessed 15 March 2025].
Preena, G.R. (2019) ‘The Generational Differences in Work Values and its Impact on Workplace Conflicts of Operational Level Employees in Pharmaceutical Companies of Western Province Sri Lanka’, Journal of Education and Vocational Research, 10(2), pp. 41–46. [Online]
Available at: https://www.researchgate.net/publication/341762112_The_Generational_Differences_in_Work_Values_and_its_Impact_on_Workplace_Conflicts_of_Operational_Level_Employees_in_Pharmaceutical_Companies_of_Western_Province_Sri_Lanka [Accessed 15 March 2025].
Bandara, G.R.D.C.D. (2024) ‘Generational differences in learning and development preferences at ABC Apparel Company, Sri Lanka’, International Journal of Science and Research Archive, 13(1), pp. 871–880. [Online]
Available at: https://www.researchgate.net/publication/384462233_Generational_differences_in_learning_and_development_preferences_at_ABC_apparel_company_Sri_Lanka [Accessed 15 March 2025].
Dialog Axiata PLC (2021) ‘Sustainability Report 2021’, Dialog Axiata PLC. [Online]
Available at: https://s3.ap-southeast-1.amazonaws.com/dlg.dialog.lk/s3fs-public/2022-10/ro_sustainability-report-2021-3_0.pdf [Accessed 15 March 2025].
Financial Times (2024) ‘Generational Dilemma: Our Views on Youngsters’. Financial Times Sri Lanka. [Online]
Available at: https://www.ft.lk/columns/Generational-dilemma-our-views-on-youngsters/4-756861 [Accessed 16 March 2025].
Interesting topic !
This article highlights the growing generational divide in Sri Lankan workplaces, particularly in the telecommunications sector. While some companies are embracing flexibility, mentorship, and digital transformation, others remain resistant to change. HR plays a crucial role in bridging this gap through tailored communication, mutual learning, and adaptive work policies. By leveraging the strengths of both Boomers and Gen Z, workplaces can foster a more inclusive and dynamic environment.
You’ve explained ‘Generational Conflict’ very well in your blog post. From my perspective, the generation gap itself fosters intolerance among individuals and this requires high mutual understanding.
I appreciate the detailed insights on this topic and look forward to more content like this!
This is an important topic currently being discussed. Most of the senior staff in organizations are baby boomers, while fresh perspectives come from the latest generations. Each generation has different ideas and approaches, especially between boomers and Generation Z. Their knowledge, thinking patterns, and work schedules often differ significantly.
It is the responsibility of HR managers to understand and address these generational gaps effectively. By using personality tests to identify the strengths and preferences of employees, HR can tailor training and development programs to help align everyone with the organizational culture. Ultimately, a diverse generational mix can be beneficial for organizational progress.
Even thought it’s not widely discussed , various generations working together create challenges due to differences in work styles, values, and expectations. Boomers often value loyalty, hard work, and traditional career growth while Gen Z prioritizes work-life balance, flexibility, and purpose-driven work.
The article captures the generation diversity in modern Sri Lankan workplaces. There are significant cultural mismatches among these generations. HR professionals have vital responsibility to bridge these cultures gaps to ensure organisational success.
The generational diversity is both a challenge and an opportunity. While conflicts are inevitable, they can be transformed into strengths through effective HRM strategies. HRM plays a pivotal role in mitigating generational conflicts. By promoting intergenerational mentorship programs, fostering open communication, and tailoring policies to accommodate diverse work styles, HR can create a more inclusive environment.
The contrast between Boomers’ emphasis on loyalty and hierarchy versus Gen Z’s focus on flexibility and rapid growth is especially relevant in today’s evolving work culture. In Sri Lanka, where respect for seniority is deeply ingrained, bridging this gap requires a balance between tradition and modern expectations. Encouraging open communication, embracing technology at a comfortable pace, and fostering a workplace that values both experience and innovation will be key to creating a more cohesive and productive work environment!
Boomera somtimes struggle with rrapid digital transformation ,perferring traditional work processes.Gen Z,as digital natives,demand automation,AI driven solutions,and remotw work options.
This article discusses the generational differences between Baby Boomers and Gen Z in Sri Lankan workplaces. Boomers value stability and loyalty, while Gen Z seeks flexibility and digital solutions. HR can help by promoting mutual learning, adapting communication, and offering tailored benefits to both generations. Companies like Dialog Axiata have already started adopting flexible work models to bridge the gap and foster collaboration.
Generational conflict in Sri Lankan offices, particularly between Boomers and Gen Z, can create challenges but also opportunities for growth. By fostering intergenerational collaboration, respecting diverse perspectives, and leveraging the strengths of both groups, organizations can bridge gaps and create a more inclusive, productive workplace.
A Creative content of one of major challenge we are facing daily in our working lives. You have correctly described the expectations and abilities of different genarations. HR has to play a significant role here to bridge those gaps for the betterment of the company.
Great ideas for managing generational differences! By encouraging mutual learning and adapting communication strategies, HR can really help bridge gaps and turn generational diversity into a strength. It’s all about understanding and respecting each other’s unique perspectives to create a more inclusive and productive workplace.
Generational conflict in Sri Lankan offices arises from differences in values, work styles, and expectations between Baby Boomers and Gen Z employees. Boomers always prioritize loyalty, hierarchy, and traditional work ethics, while Gen Z emphasizes flexibility, innovation, and technology-driven approaches. These disparities can lead to misunderstandings, communication gaps, and workplace pressure. Addressing such conflicts requires fostering mutual understanding, promoting collaboration, and creating inclusive policies that bridge generational differences.