The New Age of Working: Getting the Most from Your Multigenerational Workforce
Explore how companies can attract and retain talented workers, no matter their age, by fostering intergenerational collaboration and teamwork.
The Multigenerational Workplace: Create an Inclusive Environment for All Employees
The multigenerational workplace isn’t new, and neither is the friction between older and younger people. Surveys conducted by Deloitte and LiveCareer found that only 6% of respondents believe that their leaders are well equipped to deal with the multigenerational workforce; 40% say they prefer working with colleagues around their same age; and 81% of respondents find it difficult to have someone younger than themselves as their supervisor or manager.
While common, these age-related biases interfere with productivity, employee engagement, and long-term sustainable success. In the modern workplace, employees from four generations might work side-by-side. And, due to demographic changes and continued demand for talented workers, multigenerational teams will only become more prevalent in the next five to 10 years. By 2030, retiring boomers will make way for millennials and Gen Zers, who together are expected to make up the majority of the global workforce. However, the sheer size of the baby boomer generation means older people will continue working into their 70s or beyond. In some high-income countries, like Japan and Germany, older workers will fill more than a quarter of the available jobs.
To attract and retain the most talented workers, companies must take advantage of the unique assets of every individual and create a welcoming workplace where everyone can thrive, no matter their age.
Benefits of the Multigenerational Workforce
Forward-thinking organizations can reap the benefits of a multigenerational workforce by prioritizing robust training and leadership programs and integrating diverse perspectives in their decision-making.
Knowledge-sharing and mentoring
Intentional and structured mentoring programs enable business leaders to promote the cross-generational transfer of knowledge and skills. Mentoring helps people get better at their jobs, improves employee morale, and boosts workplace retention. Younger staff want the career coaching that older colleagues can provide, while mentoring helps senior workers gain insights into new technology or market trends. Embracing a multigenerational workforce also helps organizations build a strong talent pipeline by investing in young professionals.
Diverse teams
Just like any other dimension of diversity, having a multigenerational workforce enhances problem-solving and increases productivity. When a company’s staff reflects its target market, it is better able to anticipate and respond to their needs; therefore, a multigenerational workforce can better appeal to a larger target market. Millennials spend $200 billion per year, the most spending power of any generation yet. However, baby boomers control 70% of discretionary spending power, highlighting the need for multiple perspectives.
Challenges facing generationally diverse teams
Despite the advantages of multigenerational workforces, interpersonal conflict can arise around attitudes about work, communication, ageism, and unconscious bias. It is up to leaders and individual champions of inclusion to confront the underlying source of friction and address any biases.
Attitudes about work
Depending on their early career experiences, people might have different approaches or philosophies about work. Older workers might agree to work long hours, seeing the extra effort as supporting the team. At the same time, younger workers might be reluctant to work extra hours or perform duties outside their job description. But, a person working 40 hours a week – and no more – might be resented by others working longer hours. That’s why workplace norms – like those about work hours – should be explicitly explained and documented. It's also crucial for leaders to discover each person’s expectations through honest conversations, especially when managing a multigenerational team.
Communication
For any successful cross-generational relationship to thrive, it’s important to establish early on how each person prefers to communicate. Younger people might be more comfortable texting or using direct messaging platforms like Slack, while older workers might prefer talking over the phone or connecting via email. If the organization has a common platform for communication, all employees should be expected to use it.
Unconscious bias and ageism
Generational bias can come in the form of ageism, in which people discriminate against others based specifically on their age; or it can come in the form of affinity bias, where people tend to prefer people who are similar to them. This could mean age itself but also life stage, work experience, hobbies, and other characteristics that are influenced by age. Watch out for exclusionary behavior such as not including an older person in a brainstorming session or only giving a younger person menial tasks. Remind employees what ageism looks like so all employees know what options are available, should it occur. Your organization should have zero tolerance for all forms of discrimination.
Make belonging a priority
Generational diversity brings clear benefits to any organization able to harness its power. Building intergenerational teams is good for the bottom line, resulting in a stronger talent pipeline, workforce continuity, and the retention of institutional knowledge. Inclusive leaders can overcome obstacles to collaboration by ensuring that every individual feels a sense of belonging.
Intergenerational employee resource groups (ERGs) increase employee engagement, foster feelings of belonging, promote professional development, and encourage the cross-generational transfer of knowledge. Many ERGs have mentoring or professional development as part of their mission, and they are good places to find potential mentors or connect with people who share an identity or experience.
For leaders, cultivating relationships through weekly one-on-ones and tracking employee engagement are critical, whether employees are remote, hybrid, or in-person. Regular company-sponsored social events and team-building activities should also be planned to appeal to members of all age groups and physical abilities. This helps multiple generations in the workplace mingle on a more personal level and establish camaraderie. Individuals can also help create a more inclusive workplace by being an active ally, interrupting non-inclusive behavior, and seeking diverse perspectives when in a meeting or brainstorm session.
High-performing, multigenerational teams thrive in workplaces where every individual is respected and everyone can contribute their best work – no matter their age. The research aligns with the notion that a positive work environment benefits all employees. As consultant Molly Delaney writes for Korn Ferry, “in terms of what really drives employee engagement and job satisfaction, we’re not seeing a great deal of difference across generational groups. All of the groups are driven by well-run, well-managed organizations that demonstrate care and concern for their employees.”
Download the Guide
This article was excerpted from our guidebook, “The New Age of Working: Getting the Most from Your Multigenerational Workforce.” For additional guidance on multigenerational teams, download the complete guide in English below.
