How Work Preferences Are Shifting in the Age of GenAI

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Abstract: This article examines the intersection of generational shifts and artificial intelligence in reshaping workplace dynamics. As Generation Z and Millennials enter the workforce with expectations for meaningful, flexible work that accommodates personal pursuits, organizations simultaneously face disruption from AI and automation technologies. The research explores how these dual forces are transforming required skills, creating new jobs at the human-machine interface, and enabling location-independent work options. By implementing strategies that connect work to social impact, foster continuous learning, offer flexible arrangements, personalize experiences, and optimize work-life integration, organizations can create environments that attract younger generations while leveraging AI capabilities. The author argues that leaders who understand generational values and thoughtfully adapt their approach will cultivate engaged workforces positioned for success in an evolving technological landscape.

The workplace is experiencing monumental change as generational shifts intersect with advancements in artificial intelligence (AI) and machine learning. Younger generations entering the workforce, namely Generation Z and subsequent cohorts, have grown up with ubiquitous technology and seek fulfilling, flexible work that leaves space for personal passions and relationships (Smola & Sutton, 2002). Meanwhile, AI and automation are disrupting industries and reshaping the skills needed to succeed. Organizations must adapt to these shifting work preferences to attract and retain top talent.

Today we will explore how work preferences are changing in the Age of GenAI and offers practical recommendations for organizational leaders. When thoughtfully applied with an understanding of generational motivations, these adaptive approaches can help organizations thrive amid disruption by cultivating high-performing, engaged workforces for the future.

Generational Shifts in Workplace Values and Expectations

Research reveals important distinctions in what motivates and inspires different generations currently in the workforce. Younger cohorts, in particular, prioritize meaning, flexibility and continuous learning at work to a greater degree than predecessors (Ertas, 2015).

Generation Z represents those born between the mid-1990s through 2010s. As the first true "digital natives," they expect constant connectivity and technologies that make work portable, socially engaged and highly personalized (Seemiller & Grace, 2017). Relative to older generations, Gen Z places more value on responsibilities outside of work like self-care, social impact and volunteering (Winograd & Hais, 2014). They also prefer diversified, nonlinear career paths that enable skills exploration over linear trajectories (Eisner, 2005).

Millennials, born between early 1980s through mid-1990s, were also heavily shaped by technology but to a somewhat lesser degree than Gen Z. Similar to their younger counterparts, they seek work with higher purpose that aligns with personal values and causes (Twenge et al., 2010). Work-life integration is also important for Millennials, who expect flexibility through telecommuting and mobile solutions that enable blending of work and personal obligations (Cortellazzo et al., 2019).

Impacts of AI and Automation on the Future of Work

Concurrent shifts driven by AI and machine learning are catalyzing fundamental changes to the skills required for work, types of jobs available and how work gets designed and delivered (Frey & Osborne, 2013). Three prominent trends stand out:

Cognitive Technologies Augment Human Capabilities

Rather than solely replace human roles, AI is increasingly leveraged to enhance workforce capabilities. Technologies like augmented reality, virtual agents and intelligent assistants support knowledge sharing, automate mundane tasks and enable superhuman performance through data-driven insights (Bean, 2019). These cognitive tools expand what's possible for organizations by amplifying human expertise, focus and decision-making.

New Jobs Emerging at the Human-Machine Interface

As AI automates routine work, new types of jobs are being created that require soft skills, creativity and managing human-AI partnerships (World Economic Forum, 2018). Roles like AI trainers, robotic process managers and user experience designers focused on optimizing human-machine collaboration are growing rapidly (ManpowerGroup, 2019). Such interface jobs emphasize communication, complex problem-solving and socio-emotional skills.

Location-Independent Remote Work Becomes Feasible

Advancements in cloud technology, cybersecurity and collaborative software are unlocking the potential for true boundaryless work unconstrained by physical offices or nine-to-five schedules (Glassdoor Economic Research, 2016). As connectivity improves, jobs are decentralizing to anywhere internet access exists through virtual and hybrid arrangements that give knowledge workers more flexibility regarding where and when work gets done.

Strategies for Cultivating Purpose-Driven, Flexible Work

To craft work experiences appealing to rising generations, organizational leaders should focus on the following strategies that leverage AI and technology:

Connect Work to Broader Social Impact

Gen Z and Millennials want to feel they are contributing to ethical, socially impactful missions through their work (Erich, 2019). Leaders can foster this by using data analytics to surface opportunities for applying workforce skills and resources towards beneficial community initiatives or sustainability efforts. AI can also help optimize initiatives by identifying optimal intervention points.

Design Jobs Around Continuous Learning

With AI automating routine skills, lifelong learning is essential for remaining employable (World Economic Research, 2020). Leverage online courses and AI tutoring/coaching tools to help employees continually expand skillsets. Foster a growth mindset by regularly rotating talent into new problem spaces requiring diverse thinking. Formalize micro-credentials for skills attained.

Implement Flexible, Portable Work Models

Offer virtual and hybrid arrangements empowering work from anywhere with internet accessibility. Leverage mobile technologies, virtual private networks and cloud collaboration suites to facilitate seamless remote work. Conduct pilot programs to help optimize flexible work design over time based on employee and business needs.

Personalize Technology Experiences

Younger generations expect highly customized experiences (PwC, 2015). Use AI to power individualized onboarding, learning pathways, workflow optimizations and skill development based on data from assessments and work patterns. Provide personalized tools, resources and mentorship matching interests and career aspirations.

Optimize Work-Life Integration

Enable blending of work responsibilities with personal obligations through adaptive schedules, core collaborating hours and results-focused performance metrics versus face time. Leverage AI assistants and calendars to free up bandwidth previously spent on low-value tasks like scheduling. Facilitate communities for discussing work-life strategies.

Conclusion

By thoughtfully adapting to meet evolving employee needs and preferences, organizations can develop workplace cultures that attract and retain the talent required to thrive amid ongoing technological change. The strategies outlined leverage AI and related technologies to craft purpose-driven, boundaryless and self-directed forms of work aligned with what younger generations increasingly seek.

When implemented with an understanding of generational values like continuous learning, flexibility and social impact, these adaptive approaches cultivate high-performing workforces able to drive progress for organizations, communities and society overall. Leaders who proactively shape work experiences for the future will be best positioned to develop engaged, productive talent and retain competitive advantage in the Age of GenAI.

References

1. Bean, C. (2019, July). How AI augmentation will transform jobs and the workplace. CIO.

2. Cortellazzo, L., Bruni, E., & Zampieri, R. (2019). The role of company culture in fostering well-being among teleworkers. International Journal of Environmental Research and Public Health, 16(13), 2377.

3. Eisner, S. P. (2005). Managing generation Y. SAM Advanced Management Journal, 70(4), 4-15.

4. Erich, J. (2019, October 21). Developing impact-driven careers: Aligning purpose with potential. Harvard Business School.

5. Ertas, N. (2015). Turnover intentions and work motivations of millennial employees in federal service. Public Personnel Management, 44(3), 401-423.

6. Frey, C. B., & Osborne, M. A. (2013). The future of employment: How susceptible are jobs to computerisation? Technological Forecasting and Social Change, 114, 254-280.

7. Glassdoor Economic Research. (2016, September). What remote workers want: New survey reveals top pain points and opportunities for virtual collaboration tools.

8. ManpowerGroup. (2019, September). Human + machine: The future of work and skills.

9. PwC. (2015, April). Generation Z: Get ready to engage the hyper-connected, post-trust generation.

10. Seemiller, C., & Grace, M. (2017). Generation Z: Educating and engaging the next generation of students. About Campus, 22(3), 21-26.

11. Smola, K. W., & Sutton, C. D. (2002). Generational differences: Revisiting generational work values for the new millennium. Journal of Organizational Behavior, 23(4), 363-382.

12. Twenge, J. M., Campbell, S. M., Hoffman, B. J., & Lance, C. E. (2010). Generational differences in work values: Leisure and extrinsic values increasing, social and intrinsic values decreasing. Journal of Management, 36(5), 1117-1142.

13. Winograd, M., & Hais, M. D. (2014). How millennials could upend Wall Street and corporate America. Brookings Institution Press.

14. World Economic Forum. (2018, January 16). The future of jobs report 2018.

15. World Economic Research. (2020, January 15). New vision for education fuels demand for strategic intelligence and lifelong learning.

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Jonathan H. Westover, PhD is Chief Academic & Learning Officer (HCI Academy); Chair/Professor, Organizational Leadership (UVU); OD Consultant (Human Capital Innovations). Read Jonathan Westover's executive profile here.

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Suggested Citation: Westover, J. H. (2026). How Work Preferences Are Shifting in the Age of GenAI. Human Capital Leadership Review, 21(3). doi.org/10.70175/hclreview.2020.21.3.6