As an Asian woman who became a partner in a global consulting firm, Lubna Haq’s journey was shaped by perseverance, long hours, and an unwavering commitment to meeting expectations, often at personal cost. She has spent over 30 years building her career in the corporate world, striving to break barriers and prove her worth. Hard work was not just a means to an end, it was a principle, a guiding philosophy instilled in most from her generation.
But something has shifted. A workplace 2.0 if you will. The younger workforce she now mentors’ question many of the assumptions Lubna took for granted: Why should presenteeism determine organisational commitment? Why are career paths and progression ambiguous? Why must work take precedence over personal life?
At first glance, these questions are easily dismissed, and pigeonholed as “the youth of today just don’t want to work as hard”, or perhaps a sign of changing values. But what if we reflect on them? What if these shifts are not simply about personal preference? What if they are rooted in broader social and psychological transformations that redefine our collective relationship with work?
The Evolution of Work: A Psychological Perspective
To understand how work has changed, we need to consider the psychological contract, an unwritten set of mutual expectations between employers and employees. Historically, this contract was based on stability and loyalty: employees dedicated their lives to an organisation, and in return, they received job security, and adequate renumeration, and clear career pathways.
However, societal shifts have reshaped this contract with four key changes:
- Economic Uncertainty and the Breakdown of Traditional Security – Unlike previous generations, younger workers have grown up in an era of financial instability. The Dot.com crash was quickly followed by the 2008 financial crisis, a decade of low interest rates and a Pandemic leading to high inflation and the steep rise in cost of living, not to mention an increasingly inaccessible housing market. This has made traditional markers of success, such as homeownership and long-term employment less attainable. With no guarantee that long-term loyalty will result in stability, younger professionals often approach work with a transactional mindset: they seek skills, opportunities, and well-being rather than blind loyalty.
- The Shift from Extrinsic to Intrinsic Motivation – The psychologist Frederick Herzberg’s two-factor theory distinguishes between extrinsic motivators (salary, job security) and intrinsic motivators (purpose, autonomy, growth). Research shows that younger generations prioritise intrinsic motivators more than their predecessors. They seek purpose in their work and are more willing to change roles, or even careers, if their current job does not align with their values.
- The Role of Technology in Reshaping Expectations – The digital revolution has transformed how we perceive work. Unlike past generations that experienced clear boundaries between professional and personal life, today’s always contactable workforce operates in a world where work is fluid. The ability to collaborate remotely has removed the necessity of rigid office structures, making traditional notions of presenteeism feel outdated.
- The Erosion of Institutional Trust – Psychologist Barry Schwartz argues that previous generations placed greater trust in institutions, corporations, governments, and structured career paths. However, today’s workforce has witnessed waves of corporate downsizing, automation, shareholder value prioritisation and an increasing gap between executive pay and employee well-being. This scepticism fuels a demand for transparency, fairness, and workplace cultures that put employee well-being over profit.
Reframing the World of Work: A New Industrial Revolution?
Henry Ford revolutionised the industrial world by introducing the five-day work week, fundamentally reshaping the employer-employee relationship and productivity expectations. Today, we are at a similar inflection point, except this time, the challenge is not just about reducing hours but redesigning work itself for a world that is more complex, connected, and driven by knowledge rather than factory output.
The internet, mobile devices and the rise of the gig economy has allowed for true innovation. We must move beyond tweaking traditional work models and instead design workplaces that reflect modern realities. The key questions leaders must ask or their organisation are:
- How can we create work structures that empower rather than control?
- What new models of productivity align with a digitally connected world?
- How do we integrate the social and collaborative aspects of work in an era of remote and hybrid working?
- How do we make people care about the work they do and the organisations they work for?
What Leaders and Organisations Must Do
Radically Rethink Work Structures – The five-day workweek is over a century old. Companies such as RLB are experimenting with four-day workweeks, nine-day fortnights, and flexible core hours (e.g., 10-4) to increase productivity and engagement. These are not simply “perks” but strategic shifts that reflect how people work best.
Move from Oversight to Trust – The modern workforce values autonomy. Amazon reduced its middle management layers, removing thousands of roles. This may be viewed cynically as cost reduction, but it’s easy to be attracted to the notion of freeing employees to focus on innovation rather than bureaucracy. Leaders must shift from presenteeism to outcome-based performance.
Create Human-Centric Workspaces – Remote work is not just about convenience; it changes how teams connect. Without shared office environments, leaders must foster deeper social connections through intentional collaboration, immersive team-building experiences, and digital-first community-building strategies. Or should they? Maybe we are falling into the same trap as others. Is the feeling of belonging and collaboration important? Maybe multi-generational workplace of tomorrow do not see this as an issue. It’s not that they don’t collaborate. It’s just that it’s a different way and leaders need to lean into this more to find a solution.
In part 2 of the Workplace 2.0: The seven changes your workplace needs to make now Lubna Haq details the remaining four changes.
At NSCG we are experts in leadership assessment and development, helping organisations identify the best individuals by role and cultural fit.
If you would like to discuss these themes further contact Lubna Haq or visit our leadership assessment and development page.