I've worked in HR for 36 years. Here are the 3 biggest changes I've seen in the workplace — and why I think the dial has swung too far in employees' favor.

• Michael Doolin was an HR director for British Airways and PwC before starting his own HR business.
• Doolin shares the biggest changes he's seen in the workplace after over three decades in HR.
• He is glad offices having become more accepting, but worries about the negatives of hybrid work.

This as-told-to essay is based on a transcribed conversation with Michael Doolin, CEO of Clover HR and former human resources director at PwC, British Airways, and DPD in Ireland. The following has been edited for length and clarity.

Employees expect more from their employers today. I think that's because the world expects more from people than ever before.

In my father's generation of the 1950s and 60s, a sense of gratitude and subservience was culturally prevalent. People were pleased to have a job and were often there for life.

My generation of the 1980s was grateful for our jobs and believed that if you worked hard, you'd get on.

My daughters are both in their mid-20s. Their generation knows that they need to work hard to progress, but their employer also needs to work hard for them to stay.

The younger generation wants to work in a place that gives back to society, does the right thing in the right ways, and treats staff well. They will not tolerate chauvinism, sexism, unfairness, or bias — and quite rightly. They expect more than my generation and certainly more than my parents' generation.

The generation under 35 is not prepared to tolerate a lack of opportunity as much as my generation. Individuals want to grow, to add value, and to be recognized.

At an accountancy firm where I worked, they would refer to their fresh intake of college graduates as "the L'Oreal generation" because "they're worth it." My daughters' generation believes that they are worth it. That's a great thing, particularly for young women.

Workplaces have become more accepting

Employees' growing expectations push change because employers, caught in the so-called "war for talent," need to meet them to retain their workforce.

Workplaces have become more accepting. People of all backgrounds, creeds, nationalities, genders, and sexual orientations are embraced more than ever before. When I started working, an employer openly supporting Pride was unheard of. Fortunately, that's no longer the case.

This acceptance is reflected in companies' policies, while there's more open discussion around mental health and the importance of speaking up. There's a greater intolerance for poor practice, a desire to get it right, and more investment in training, support, coaching, and mentoring. It reflects a wider shift in society.

I used to work in finance in London, "the City," in the late 80s and early 90s. It wasn't a million miles away from "The Wolf of Wall Street."

I swore blind to myself that my daughters would not walk into a workplace with Page 3 calendars on the notice board, where men openly discuss their lewd behavior. There has been some progress.

There are still strands of that behavior that exist in certain sectors. There is still a male hierarchy in banking, insurance, financial services, and many other industries.

There is still an institutionalized bias against women or people of different ethnic backgrounds. You only have to look at employment tribunal hearings to see that — and that's the stuff that's public.

Employees are in danger of losing relationship-building skills at work

As technology has developed, I think digital skills have been prioritized over more traditional social and relationship-building skills. We've denied younger generations the benefits of socialization in the workplace.

Increased hybrid and remote working since the pandemic has mainly had a positive effect, but I do think the negative consequences are often underestimated, both from a mental health and productivity perspective. Management and measurement at work are still necessary, and hybrid working does not allow for that in the same way.

The benefits of being in a physical workplace environment are huge. Hybrid working can negate some of the advantages of coming together. This needs to be managed by having more of a return to the previous work environment and with more collaborative working arrangements.

Employees have a healthier work-life balance

Younger generations expect not to work beyond their contracted hours and expect to be rewarded well. The ability to set boundaries is absolutely a good thing. I think it promotes more efficient and smarter ways of working. But at the same time, I think it needs to be managed.

In my dinosaur view, I think the dial has gone too far in favor of employees.

Most of us signed contracts to work in an office, Monday to Friday. Employees who are unhappy about returning to the workplace should be tackled quite strongly, I believe.

When you cross the white line at a golf club, you're asked to play by the rules of that golf club. The needs and interests of the business should be of equal concern to those of the employees.

I don't know what the future of the workplace will look like. I'd like to think that younger generations will continue refusing to accept poor practices and demanding better. I'm hopeful that their workplaces will be better.