Generation Beta’s familiarity with AI from an early age will make them adept at leveraging technologies to enhance productivity and innovation. Photo: Keeli Royle.
Dan Schawbel believes now is the time to prepare for a new and very different generation that will be changing workplace dynamics in the years to come.
It may not be widely known yet, but 2025 is the birth year of Generation Beta.
Born between now and 2039, Generation Beta will grow up in a world deeply integrated with artificial intelligence (AI), advanced automation, and unprecedented technological advances.
Their upbringing in such an environment is poised to influence their work preferences, values, and expectations in ways that differ markedly from previous generations.
While it will be a couple of decades before they begin to enter the workplace in any significant numbers, it is important to anticipate now how this cohort will reshape the workplace landscape.
Employers and organisations must begin preparing to accommodate the unique characteristics and needs of Generation Beta.
Understanding their anticipated traits and the evolving technological landscape will be crucial for creating conducive work environments that attract and retain top talent from this generation.
Proactive adaptation will not only ensure organisational success, but also foster a workforce that is engaged, innovative, and resilient.
Drawing insights from recent studies and expert analyses, we explore five key workplace predictions for Generation Beta.
Integration of advanced AI and automation: Generation Beta will enter a workforce where AI and automation are not just supplementary but integral to daily operations.
These workers’ familiarity with AI from an early age will make them adept at leveraging these technologies to enhance productivity and innovation.
Employers will need to invest in advanced AI systems and provide training that encourages collaboration between employees and intelligent systems.
This integration will enhance productivity, reduce errors, and foster innovation. Furthermore, organisations that fail to adapt may find themselves at a competitive disadvantage in attracting Generation Beta talent.
For Generation Beta, AI won’t just be a tool but a partner in daily tasks. Industries such as health care, finance, and manufacturing are likely to see transformations, with Generation Beta spearheading initiatives to optimise processes and reduce inefficiencies.
Emphasis on wellbeing and work-life balance: The traditional concept of work is poised for a dramatic transformation with Generation Beta.
They are likely to view work as one component of a multifaceted life, rather than their primary identity. This shift is already visible in Generation Z, who prioritise purpose over pay.
Employers will need to prioritise employee wellbeing, offering flexible work arrangements, mental health support, and opportunities for personal development. Organisations may need to redefine traditional work structures, emphasising results over hours worked.
Mental health support will become a cornerstone of workplace policies. Wellness programs, access to therapy, and stress management resources will become standard. Flexible work options, such as remote work and four-day workweeks, may become the norm.
Evolution of job roles and career paths: Many Generation Beta workers will have job titles that don’t yet exist.
This indicates a significant shift in the job market, with the emergence of new roles that are tailored to the unique skills and interests of this generation.
These roles will likely focus on fields such as AI ethics, virtual-reality content creation, and sustainable technology development.
To prepare for this shift, organisations should invest in continuous learning programs and foster a culture of adaptability.
Employees will need opportunities to reskill and upskill regularly, ensuring they remain relevant in an ever-changing job market.
Generation Beta will likely seek dynamic career paths that allow for exploration and growth. Linear career trajectories may be replaced with portfolio careers, whereby individuals take on diverse roles across industries to build a broad skill set.
Employers must embrace this flexibility and provide opportunities for cross-functional training, project-based work, and mentorship programs.
Increased demand for diversity and inclusion: Generation Beta will grow up in an increasingly interconnected and diverse world, making diversity and inclusion non-negotiable priorities for employers.
This generation will expect organisations to reflect these values in their leadership, teams, and business practices.
Strategies to meet these expectations might include implementing bias training, fostering inclusive leadership, and ensuring representation across all levels of the organisation.
Additionally, inclusive policies must extend beyond the workplace, influencing community engagement and brand identity.
Generation Beta will challenge organisations to create environments where everyone feels empowered to contribute their unique perspectives.
Metrics and accountability structures will play a crucial role in ensuring these initiatives are more than just symbolic.
Shift towards purpose-driven work: Purpose will be a defining characteristic of Generation Beta’s approach to work.
This generation will prioritise careers that align with their personal values and contribute to societal goals.
Employers will need to articulate clear missions and demonstrate social responsibility to engage this workforce.
Purpose-driven work will lead to a re-evaluation of success metrics. Profitability will remain important, but Generation Beta will push for additional impact measures, such as environmental sustainability, social equity, and community engagement.
To remain competitive, employers must take proactive steps to align their strategies with the anticipated needs of Generation Beta.
By anticipating these changes and adapting accordingly, organisations can create workplaces that not only attract Generation Beta, but also harness their unique skills and perspectives.
This approach will be essential for building a resilient, future-ready workforce capable of thriving in an evolving global landscape.
Dan Schawbel is a bestselling author and managing partner of Workplace Intelligence, a research and advisory firm helping HR adapt to trends, drive performance and prepare for the future. This article is part of his Workplace Intelligence Weekly series.
