The news and social media are awash with harmful generational stereotypes, especially about working styles. In contrast, there is evidence that when organisations bring workers of different generations together, wonderful things can happen. They may also face a host of challenges getting a diverse population to interact in a meaningful way. With this advice, managers and administrators will understand the benefits of a multi-generational workforce, as well as the best methods to encourage collaboration.
In today’s rapidly evolving workplace, companies are increasingly recognising the advantages of a multi-generational workforce. According to a recent report from BCG, businesses that embrace age diversity see a 19% increase in revenue growth. Moreover, Randstad found that 87% of employers attribute their success in innovation and problem-solving to having teams that span multiple generations. These statistics underscore the significant benefits of fostering a workplace where experience meets fresh perspectives, driving both innovation and productivity.
Understanding Generational Characteristics
Grouping people by the years in which they were born can be somewhat arbitrary. Still, it provides some insight into the ways that members of the workforce think and make decisions, based on the environment into which they were raised. Common generational characteristics include:
- Silent Generation: Born in the years leading up to World War II, the silent generation values loyalty and respect for others.
- Baby Boomers: Born in the postwar “baby boom” of the 1940s to the 1960s, baby boomers prize hard work, teamwork, and in-person collaboration.
- Gen X: Born at the height of the Cold War, Gen X prioritises independence, self-management, and personal goals rather than loyalty to a company.
- Millennials: Raised during the rise of the internet, millennials appreciate digital communication, as well as flexibility in schedules and job requirements.
- Gen Z: Born in the years following 9/11, Gen Z values authenticity and social responsibility in the companies they work for, looking for career opportunities among organisations they personally support.
Given that each generation represents a period of time spanning 15 to 18 years, these generalisations may not represent every person born in a particular generation. Organisations should take personal characteristics into consideration, when evaluating how to build an effective multi-generational workforce.
Benefits of a Multi-generational Workforce
Increasing the diversity of any team brings a number of benefits for the team and the organisation as a whole. Diversifying the range of ages working together at a company offers these advantages:
- Diverse Perspectives: People are often a product of their environment, which means that different generations will bring unique perspectives to a project. These perspectives can make it easier to highlight uncommon solutions to a problem, or help a team break out of a rut.
- Broader Range of Skills: Everyone on a team brings a unique set of skills to the table. Older generations may have deep knowledge and insights about various topics, while younger generations bring fresh perspectives and comfort in using new technology.
- Better Customer Relations: A diverse customer base will have varying needs that may also fall along generational lines. Generational diversity can help teams tap into the expectations of a wider range of customers, improving the reach, use, and relevance of products and services.
- Easier Transitions: Communal knowledge in an organisation requires an effort to exchange information before older generations leave the workforce. Fostering this collaboration prior to the transition process builds a partnership that facilitates an effective exchange of knowledge and intellectual property.
Getting a multi-generational organisation to work together may not always be easy, but the benefits can make the effort worthwhile.
Challenges of Generational Divides
Building multi-generational teams seems like an obvious positive for almost any organisation, but many companies struggle to achieve harmony with a diverse team. Although any group of people might have problems getting along, generational diversity often creates obstacles in these common areas:
- Communication Styles: Older generations tend to value in-person interactions more than digital communication, while younger workers prefer to communicate using digital tools. Discord happens when employees presume that digital communication is a form of disengagement, or that in-person collaboration is inefficient or unnecessary.
- Clash Between Remote and RTO Initiatives: The pandemic highlighted certain generational differences in their approaches to working together or asynchronously. Older generations may struggle to work with or manage teams of remote workers, while younger workers may resist pressure to spend most of their work time at the office.
- Generational Stereotypes: Stereotypes about people of a certain generation can hurt collaboration and teambuilding efforts. Perceiving that baby boomers are too old to change, that Gen X is apathetic, or that Gen Z does not want to work makes it harder for teams to value each other’s contributions.
Although these challenges may increase conflict within an organisation, proactive managers can take steps to minimise them.
Strategies to Bring Generations Together
Bringing generations together requires a plan, and many companies are starting to take these steps to achieve the goal:
- Hybrid Work Options: To address the split between remote work preferences and in-office collaboration, companies such as Google and Microsoft offer hybrid work arrangements.
- Flexible Communication Styles: A survey of workplace communication by Deloitte highlighted the benefits of variable communication opportunities. Creating systems of in-person, asynchronous, and static communication can ensure that everyone receives the information they need.
- Transforming Workplace Culture: Changing the workplace culture to value contributions from a diverse population can improve teamwork. Salesforce received recognition for encouraging divergent thinking and multi-generational collaboration.
- Diversity and Inclusion: Specifically aiming to bring generations together can lead to great improvements. For example, IBM pairs experienced employees with younger workers to improve everyone’s skills.
- Digital Upskilling: Keeping skills relevant works best in intergenerational teams, and businesses such as PwC and Amazon make it a priority. Matching younger employees with older workers can ensure that everyone knows how to use the latest technology.
- Multi-generational Employee Resource Groups: Businesses like PepsiCo have discovered the advantages of incorporating generational diversity in employee resource groups. Better diversity in ERGs can help to identify generation-specific challenges and bring possible solutions.
Conclusion
Whether companies are looking for the best way to meet goals on the next project or organise a vehicle donation programme, focusing on multi-generational teambuilding can improve the results.
Changing the culture of an organisation takes time and investment, particularly in inter-generational conflict and opportunities. By highlighting the unique values and perspectives of each generation and making sure that every employee feels valued for their contributions, managers can make a company that thrives in diversity.
Author: Jeremy Silverstein – Vice President of Operations, Goodwill Car Donations
Photo credit: StockCake
Great to hear there are active plans to promote the benefits of having an intergenerational workforce and thanks for the comprehensive steps. I would suggest one more – effective management training that helps people manage older people – perception bias: 'they're more experienced so think they know better and won't listen to me' – and vice versa – 'they're so with it they think they know better and won't listen to me'.
Stereotypes need to be aired to help people look forward to learning from colleagues who have had different cultural, social and political upbringings – because that's all 'different generation' means.
We shouldn't be cross when others do not display traits we value – own and teach them instead (if they're valuable) and learn from others who display traits you don't have (if they're valuable).