Airbus, Netherlands

Marieke Bulkmans

Generational Workforce Advisor

As Head of HR at Airbus Netherlands, Marieke Bulkmans is at the forefront of navigating the evolving dynamics between employers and the emerging workforce. Through this article, she reflects on shifting mindsets among younger employees in the Dutch labour market, particularly around perseverance, expectations, and real-world communication. Drawing from her experience, she explores how digital upbringings that can be a powerful asset, also have shaped attitudes toward authority, feedback, and collaboration, often creating gaps in resilience and interpersonal skills. She shares practical strategies for bridging generational differences, fostering meaningful dialogue, and building grit through consistent coaching, feedback, and cross-generational learning, ultimately emphasising the value of blending diverse experiences to strengthen teams.

A growing perception about younger employees in the Dutch labour market is a decline in perseverance or “grit” paired with rising expectations. Fortunately, I work daily with many motivated and talented, young professionals who prove this isn’t universal. The challenge, therefore, lies not in judging this trend, but in understanding the fundamental shift in values it represents in order to bridge the growing gap between generational expectations.

While the pursuit of meaningful work is a clear driver for many younger employees, it can sometimes be accompanied by a learning curve regarding the pace and compromises that professional life requires. Navigating setbacks and adapting to plans that don’t unfold as expected may be a developing skill. Similarly, building confidence in direct, real-time conversations can be a hurdle for a generation more accustomed to digital communication, which in turn can affect the dynamics of team collaboration.

Fuelled by the leverage of a candidate-driven labour market, many new entrants expect the same salary and benefits as experienced colleagues simply for doing “the same job,” overlooking the value of experience, mentorship, and the inevitable learning curve. This can result in mistakes that frustrate or slow down more seasoned colleagues and might lead to friction. The next-generation talent’s ideal job often combines meaningfulness, flexibility, low stress, personal enjoyment, and compatibility with hobbies, regardless of the role, scope or hours worked.

Navigating traditional corporate hierarchies can be a new experience for a generation more accustomed to collaborative and flatter structures, which may require an adjustment in understanding different leadership styles. Feedback meant to support growth may be taken personally, leading to demotivation rather than curiosity. If a job fails to meet expectations, many quickly seek alternatives, taking advantage of a job-rich market rather than focusing on personal development.

Handling Setbacks Across Generations

The work philosophy for many in older generations was built on the principle of long-term stability and financial security. Their career paths were often defined by a steady, persistent effort over time, which cultivated a specific kind of resilience - one focused on weathering challenges in pursuit of enduring professional and financial outcomes.

In contrast, Gen Z and younger Millennials are highly motivated by seeing the immediate impact and tangible results of their contributions. Growing up in a world of instant access and curated success stories, many are used to things being straightforward and fast. This has cultivated a powerful instinct for finding efficient, direct, and often collaborative solutions. The opportunity now lies in translating these digital-native instincts to the slower, more nuanced world of interpersonal communication. Unlike digital interactions, where people can mute, block, or swipe away, real-world dialogue demands a different kind of patience and practice to master, presenting a key area for development.

“The goal isn’t to favour one generation over another, but to learn from each other and build teams that benefit from the full range of human experience”

This creates workplace challenges that rely on open discussion, feedback, and teamwork. Younger employees, raised in a text-based communication culture, may find direct, in-person conversations difficult. This raises a broader question: where are they expected to develop the skills needed for collaboration, critical dialogue, and navigating different viewpoints? And what can employees of older generations adapt to and learn from the younger?

The Digital Childhood Factor

As a Xennial, someone raised in an analogue childhood and digital adulthood, I find the long-term impact of growing up entirely online particularly relevant. Today’s children access massive amounts of information with little adult guidance on credibility or etiquette. Many inhabit digital worlds with avatars and codes unfamiliar to their parents, making meaningful supervision difficult.

In contrast, my generation grew up playing outside, supervised by adults who modelled collaboration and corrected behaviour in real time. Learning came through doing, interacting with others, negotiating, resolving conflict, and understanding non-verbal cues. Today, these social experiences are more limited. Public spaces are often filled with people focused on their phones rather than each other.

At the same time, this upbringing has equipped them with a unique ability to process information at high speed and collaborate naturally within global, digital communities. Their intuitive grasp of online systems is a powerful asset. The challenge emerges as this digitally native generation enters the workforce, where they’re expected to also master in-person collaboration, communication, and giving and receiving feedback - skills their environment offered less opportunity to practice.

Building Resilience and Grit

While I’m refining the most effective approach, one strategy that’s shown promise is bringing different generations together to discuss their experiences and expectations openly. Engaging formats like scenario-based games, kept simple to ensure broader appeal, help spark conversations on complex topics. Setting a clear goal, such as improving mutual understanding of what drives team success, gives these exercises focus.

Once expectations are clear, regular check-ins and feedback loops are essential. These should go beyond work progress and include reflections on energy levels, collaboration dynamics, and work styles. Listening to understand helps uncover deeper perspectives. When sensitive topics arise, one-on-one coaching can be extremely valuable. Another powerful practice is mutual mentoring, where a younger employee might coach a senior leader on a new technology platform, while the leader shares invaluable wisdom on navigating complex corporate structures.

Consistency is what transforms these actions from isolated events into a new cultural norm. The more routine these conversations about work styles and motivations become, the greater the psychological safety. This safety is the foundation of trust, allowing team members to be vulnerable and curious, which in turn makes difficult conversations more productive and efficient. Over time, they lead to stronger outcomes and healthier team dynamics.

Every generation brings unique experiences and strengths. The goal is not to favour one over the other, but to create a powerful synthesis: to combine the strategic patience and deep-seated resilience of one generation with the agile, tech-forward adaptability of another. By learning to value these complementary assets, we can build teams that truly benefit from the full spectrum of human experience.