Human-Centered Workplace Design for Intergenerational Employees: A Data-Driven Approach

Abstract

Differences in employee characteristics across generations often pose a challenge for organizations in designing work systems capable of effectively accommodating employee needs. However, approaches that focus on generational categories frequently fall short in explaining the true complexity of individual needs. This study aims to identify need patterns among multigenerational employees, to formulate a Human-Centered Design model that can serve as a foundation for designing more employee-centered work systems. The study employs a quantitative approach, with data collected through a questionnaire measuring aspects of communication, leadership, work flexibility, learning and development, collaboration, employee work experience. The data were then analyzed using the K-Means Clustering method to identify need-based groups formed within the organization. The results indicate that employees can be grouped into three main clusters: Stability-Oriented Employees, Flexibility-Oriented Employees, Growth-Feedback Oriented Employees. The Stability-Oriented cluster is the largest group, accounting for 40.7% of the sample, indicating that the need for role clarity, procedural certainty, transparent communication, organizational stability remains the dominant preference among employees. Meanwhile, the Flexibility-Oriented group demonstrates a need for autonomy, adaptability, flexibility in work systems, while the Growth-Feedback Oriented group reflects a need for self-development, recognition, continuous feedback. The findings suggest that employee work preferences are more accurately understood as patterns of human needs rather than as characteristics solely determined by generational categories. Based on these findings, this study proposes the Stable-First, Adaptive-Second Human-Centered Workplace model an approach that places organizational stability as the primary foundation through clarity of work structure, consistent leadership, transparent communication, predictable work processes, complemented by adaptive elements including operational flexibility, competency development, continuous feedback, employee participation. The contribution of this study lies in the development of the concept of Human Needs-Based Workplace Design as an alternative approach to multigenerational employee management, one that focuses on human needs rather than solely on generational differences.