Generation X—the people born between 1965 and 1980—are the ones who built the bridge between analog and digital work. They started their careers sending faxes and ended up running Zoom calls across six time zones. They’re the generation that learned business the old-school way, then had to completely reinvent themselves when technology changed everything.
Here’s what’s wild: Gen X makes up a huge chunk of today’s workforce, but somehow they’ve become invisible in most workplace conversations. Everyone’s either talking about Boomer retirements or trying to figure out what Gen Z wants. Meanwhile, Gen X is quietly getting things done—they’re your senior developers who can still debug legacy code, your managers who understand both spreadsheets and Slack, your leaders who remember why relationships matter even when everything’s gone digital.
This overlooked generation represents a substantial portion of the global workforce across industries and regions, yet its unique perspectives frequently get lost in the shuffle.
“Generation Xers are absolutely critical to the workforce and the economy because they possess something that technology cannot replace: a wealth of experience,” John Fish, Chairman and CEO of Suffolk, told SHRM. Many Gen X professionals have now climbed into senior leadership roles, department head positions, and mid-career management functions across organizations globally. They serve as the essential bridge between traditional business practices and modern workplace innovations.
Gen X employees bring decades of hard-earned experience and institutional knowledge to their roles. They also face a complex juggling act that sets them apart from other generations. These dual pressures create unique motivational factors that differ significantly from other generational cohorts in today’s diverse workforce.
Key characteristics of Gen X in the workplace
Gen X professionals learned to navigate their careers during the dot-com boom and bust, economic recessions, and corporate downsizing. Their approach to work reflects this hard-won wisdom about what truly matters in professional environments.
- Independent and self-sufficient workers who resist micromanagement. Gen X professionals prefer to receive clear objectives and then figure out the best path forward without constant oversight. They developed their independence during an era when remote work technology was limited and self-reliance was essential for success.
- Strong advocates for work-life balance. This generation pioneered the push for flexible schedules and remote work options long before these became mainstream conversations. Gen Xers generally understand that productivity doesn’t require a physical presence in an office chair for eight straight hours.
- Loyal employees who value stability but expect meaningful recognition. Gen X professionals tend to stay with organizations longer than younger generations when they feel valued and respected. They appreciate both financial rewards and acknowledgment of their contributions to team success.
- Pragmatic problem-solvers who bridge analog and digital worlds. These professionals lived through the transition from typewriters to laptops and understand how to blend traditional business wisdom with modern technology. Their problem-solving approach combines institutional knowledge with digital tools.
- Tech-comfortable but not digital natives. Gen Xers learned technology as adults rather than growing up with smartphones and social media. They use digital tools effectively but maintain a healthy perspective on when technology helps versus when it creates unnecessary complexity.
“Gen Xers tend to be collaborative and possess traditional leadership skills and a work ethic that companies need in order to gain a competitive advantage,” says Fish. “Their years of professional experience mean they’ve likely weathered many storms, gained invaluable experiences along the way, and are well-positioned to take on the majority of the top executive roles at their organizations,” he adds.
What motivates Gen X employees
Gen X employees have witnessed enough workplace trends and economic upheavals to know exactly what they value in their professional lives. Their motivations stem from hard-earned wisdom about what truly contributes to both career success and personal fulfillment.
- Trust and autonomy. Gen X professionals thrive when given clear objectives and the freedom to determine the best course of action. They prefer working autonomously with minimal supervision and view constant oversight as disrespectful to their decades of experience.
- Continued career advancement. Despite being mid-career professionals, surveys show that almost a quarter of Gen X employees still prioritize professional growth opportunities. They value mentorship programs, skill-building initiatives, and clear advancement pathways that recognize their accumulated expertise while opening doors to new challenges.
- Financial stability and comprehensive benefits. This generation prioritizes job security and financial stability over rapid career advancement. They respond strongly to retirement plans, equity options, performance bonuses, and competitive compensation packages that address their current life stage concerns, including college costs for children and retirement planning.
- Recognition delivered through private channels. Unlike younger generations who prefer public acknowledgment, Gen X responds better to recognition in private settings. These employees appreciate private praise from supervisors, opportunities to lead new projects, and increased responsibilities that demonstrate trust in their capabilities.
- Flexible work arrangements. Gen X professionals value flexibility as a practical solution to their complex personal responsibilities. They view remote and hybrid work models as essential support systems that enable them to maintain high performance while managing these significant life stage demands.
Fish notes that it’s important for companies to engage employees and foster collaboration between different generations in the workforce. “Millennials and Generation X should never be considered adversaries in the workplace—in fact, there is great potential for reciprocal mentorship and coaching between the two to build a stronger, more collaborative environment for all,” he says.
Why managing Gen X can get complicated
As the “sandwich generation,” many Gen Xers have a lot on their plate, between managing teams, caring for aging parents, and supporting children. These pressures explain why 60% of Gen X employees report experiencing burnout. The point is, you don’t want to underestimate the toll taken on these experienced mid-level leaders who must balance mentorship responsibilities with their own career advancement.
Many Gen X employees feel overlooked in talent strategies focused on Millennials and Gen Z. Despite holding over half of management roles, they experience slower promotions and stalled career growth, contributing to a 14% turnover rate in industries like healthcare.
Gen X approaches technology changes cautiously, seeking proof of productivity benefits before adoption. While 91% of Gen Xers use the internet regularly, they take a more discerning approach than younger generations when evaluating new platforms and systems. Their skepticism reflects practical wisdom about distinguishing useful innovation from technological change for its own sake, not a lack of ability.
Managing Gen X globally is complex due to varying cultural expectations and aging workforce policies. Regions like the Asia Pacific face rapid demographic shifts, while the EU and the U.S. have different approaches to age inclusion. These differences create compliance challenges for multinational employers seeking to develop consistent Gen X retention strategies across multiple markets.
How to lead Gen X teams in a global workforce
The good news is that managing Gen X employees effectively doesn’t require reinventing the wheel—it just requires understanding what makes them tick. Here are the strategies that actually work when organizations want to engage and retain these seasoned professionals.
Offer flexible, autonomy-driven work environments
Gen X professionals have accumulated enough experience to know how to get work done effectively. Organizations should provide clear goals and then step back and allow these employees to work independently. They’re not interested in being micromanaged or having supervisors hover over their shoulders, asking for status updates every hour. Trusting them to deliver results typically leads to better outcomes.
Recognize contributions consistently
Gen X employees aren’t looking for public fanfare when they complete projects successfully. They’d much rather receive genuine appreciation in one-on-one meetings than see their names in company-wide email blasts. Organizations should skip performative Slack celebrations and opt for meaningful conversations that acknowledge specific contributions. A simple “I noticed how this employee handled that difficult client situation” goes much further than generic praise.
Invest in career mobility
Despite common assumptions, Gen X remains highly interested in professional development and career advancement opportunities. This generation values leadership coaching, lateral role shifts, and clear career mobility pathways that leverage their accumulated expertise. Many Gen X professionals feel their advancement has stalled, so providing structured growth opportunities can significantly improve retention and engagement.
Provide technology with purpose
When organizations roll out new technology, they should remember that Gen Xers learned to use computers as adults—they didn’t grow up with them. They’re perfectly capable of mastering new systems, but they want to understand why changes are happening and how technology will improve their work.
Employers should provide proper training, explain benefits clearly, and ask for input during the technology selection process. Gen Xers’ practical perspective often leads to better technology choices anyway.
Consider regional norms in global teams
Managing Gen X across international markets requires understanding varying cultural expectations around retirement ages, social benefits, and work-life balance. EU countries emphasize different age-inclusive practices compared to the U.S. or Asia Pacific approaches to aging workforces.
Employer of Record (EOR) partners can help ensure compliant and culturally appropriate employment practices that respect regional norms while maintaining consistent global standards for Gen X engagement.
How Pebl supports Gen X talent across borders
The thing about hiring Gen X talent internationally is that they want flexibility, but they also care about stability. They need solid benefits packages that work in their country. They expect retirement planning that makes sense for their location. And they definitely don’t have patience for compliance errors that mean they don’t get paid on time.
That’s where Pebl’s Employer of Record (EOR) services change everything. We make sure your benefits packages are compliant in each country, setting up healthcare that works locally, and dealing with all those retirement planning details that vary wildly from Berlin to Bangkok. Your Gen X employees get the security they need with the flexibility they want, no matter where they’re working from.
What does this mean for you? You get to focus on what Gen Xers really value—meaningful work, real autonomy, and growth opportunities—while we handle the backend complexity of global employment. When you’re competing for experienced talent who can bridge old and new, who understand both relationships and technology, you don’t want to lose them to the burdens of global HR.
Get in touch and let’s talk about how to tap into Gen X talent worldwide. They’re out there, ready to bring their experience to your team. We’ll make sure you can hire them quickly and compliantly.
This information does not, and is not intended to, constitute legal or tax advice and is for general informational purposes only. The intent of this document is solely to provide general and preliminary information for private use. Do not rely on it as an alternative to legal, financial, taxation, or accountancy advice from an appropriately qualified professional. The content in this guide is provided “as is,” and no representations are made that the content is error-free.
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Topic:
HR Strategies
