The magic of a multi-generational workforce

Different generations have always co-existed at work. It’s only now, and for the first time in history that, thanks to an extending retirement age and improved longevity, this co-existence has blossomed into five generational groups – each with its own set of values, preferences, and work styles.

An unintended consequence of this new reality is the increasingly heated discourse around age discrimination in the workplace: and the hiring or promotional preferences in question, swing in both directions. Scrolling through case studies on professional pages like Linkedin, one user will recount the hostility they encountered as a 21-year-old promoted to a leadership position, while, just below that, another highlights their own underhand ‘quiet firing’ for essentially edging past 50, apparently rendering them no longer ’edgy’ enough for the business.

From Gen Z to Baby Boomers, all age groups bring a distinct set of experiences, values, and technological preferences to the table. Of course, this has its own challenges: A recent study by Adaptavist Group, "Mind the Generational Gap," revealed a staggering 89% of intergenerational teams report conflicts over digital tools, with 85% acknowledging that these disagreements hamper productivity and collaboration.

While age diversity can be a significant asset, it also introduces the potential for conflicts and misunderstandings. But this shouldn’t be avoided – in particular, because it risks isolating one group from the ideas building or the decision-making components of a business, effectively hampering real progress. Diversity in all forms, brings with it unique challenges that require thoughtful and strategic management, but embracing diversity also brings tremendous opportunities for growth in an organisation.

According to the World Economic Forum (WEF), longevity has increased dramatically, with the 65+ population growing faster than other age groups and elders now driving a significant portion of economic activity. A report by Organisation for Economic Co-operation and Development (OECD) in collaboration with the WEF showed “At the societal level… age-diverse workforces will create a more efficient, productive and profitable economy and raise GDP per capita by almost 19% in the next three decades.” 

The WEF found that multi-generational workforces foster more innovation and improved team performance: older workers boost productivity through their experience and knowledge honed over time, and share their skills and expertise with younger employees. Despite this, the WEF and OECD report discovered that most employers are not yet meaningfully focused on building an age-diverse talent pool of employees.

In the modern world, assumptions around generation or age as a reasonable proxy for understanding people’s workplace needs or behaviours should also be challenged. Jeff Schwartz, Brad Denny and David Mallon from Deloitte argue that “Rapid technological and organisational change means that workers must now reinvent themselves multiple times throughout their working lives; at the same time, the broader business culture has shifted to make it acceptable, sometimes even desirable, to promote younger individuals into leadership positions.” The result, they say, is that 65-year-old interns today can be working alongside 25-year-old managers. With this in mind, organisations should be viewing the age and generation of any employee through a far more nuanced lens.

In a recent Forbes article, Clarissa Windham-Bradstock is CEO/Chief People Officer of Any Lab Test Now, emphasises the importance of creating a workplace that bridges the gap between different generations. Older workers, whether remaining at work or launching new careers, mean employers have a large, experienced talent pool to draw from. At the same time, younger workers are eager to climb the career ladder and bring their own skills and preferences to the table. “Don’t assume the 65th birthday means it’s time for a gold watch and Social Security benefits.” She says, while reminding companies they should “accentuate the positive, eliminate the negative” of age diversity at work.

In a recent podcast with HR Grapevine, Livia Mesah, head of health proposition at Cigna Healthcare, further underscores the value of embracing a multigenerational workforce. She notes that this approach requires employers to rethink their people strategy, not just as a way to respond to the evolving job market, but also from a consumer perspective. By having employee representation across all generations, organisations can remain competitive and create new dynamics that avoid situations where certain groups may have been overlooked in the past.

It’s important to remember that creating age inclusivity in the workplace also means nurturing inclusive attitudes. Mesah notes, “In the modern workplace, prioritising workplace well-being is actually a team effort, so both leaders and colleagues at large have a shared responsibility of being accountable for each other’s health and happiness.”

A multi-generational workforce does not need to be the challenge some leaders perceive it to be, although it does require a multifaceted approach:

Challenge harmful stereotypes: As the Adaptavist study found that 81% of workers oppose categorising employees based on generational stereotypes, managers must actively challenge the negative assumptions often associated with different age groups. By understanding the unique experiences and perspectives that have shaped each generation, organisations can foster a more inclusive and collaborative work environment.

Encourage open communication and digital etiquette: Establishing clear guidelines and protocols for digital communication can help bridge the generational divide. Organisations should encourage team members to openly discuss their preferences and expectations and work together to develop a shared understanding of appropriate digital etiquette.

Promote cross-generational mentoring and learning: Implement formal or informal mentoring programs that allow younger and older employees to learn from each other’s experiences and expertise. Wyndham-Bradstock emphasises that this cross-pollination of knowledge can lead to increased innovation and better problem solving.

Offer personalised development opportunities: Recognise that each employee, regardless of age, has unique learning styles and career aspirations. Provide tailored training and development programs that cater to the specific needs and preferences of different generations.

Cultivate a culture of respect and adaptability: Encourage a workplace culture that celebrates diversity and fosters a sense of belonging for all employees. Empower managers to be adaptable and responsive to the evolving needs of a multigenerational workforce. Studies emphasise the need to challenge age-based stereotypes and provide inclusive decision-making processes as well as being adaptive to unique needs.

Research overwhelmingly supports that organisations can improve innovation, productivity, and long-term success by creating a team culture that embraces the unique strengths and perspectives of each generation – or even better, one that celebrates those differences.