5 generations under one roof: How to approach workplace age diversity

For the first time, workplaces are bringing together workers from five generations: Silent Generation, Baby Boomers, Gen X, Millennials, and Gen Z. In an age-diverse workplace, the costs of mismanagement are high.

As noted by Megan W Gerhardt, professor of management at Miami University, poorly managed age diversity can hurt businesses by “limiting collaboration, sparking emotional conflict, and leading to higher employee turnover and lower team performance”.

A lack of awareness around age diversity can contribute to discriminatory hiring and promotional practices and can expose businesses to legal risks. This is particularly concerning when considering only 8 per cent of organisations include age as part of their diversity, equity, and inclusion strategy.

It is worth highlighting that workers of all ages in a company are more similar than they are different. As noted by the Australian Public Service Commission, research tells us that workers of all ages value:

• Meaningful work and contribution or purpose.
• Employment that makes full use of their skills and experience.
• Training and career opportunities.
• Increased flexibility.
• Strong work relationships and social connections.
• Financial security.

While, as mentioned, the costs of age diversity mismanagement are high, so too are the benefits of getting it right. As noted by Enboarder: “When employees from various age groups are able to connect in an authentic and meaningful way – where their needs are met and they all feel valued, included, and seen – they can combine experiences, insights, and ideas that collectively span multiple decades.”

“Embracing age diversity can be one of the most potent tools an organisation has at its disposal,” added Enboarder.

In getting it right, it pays to first understand the different interests of each generation of workers. As noted by Enboarder, many of the differences between generations have more to do with the career stage of the individual rather than anything unique to their birth year.

Let us look at two general workplace interest areas to illustrate the competing interests of age-diverse workers, as outlined in Enboarder’s Bridging the Generational Gaps e-book.

1. Career and development needs

At the early career stage, workers want hands-on training sessions and workshops, opportunities for rapid skill acquisition, and clear roadmaps for career progression, said Enboarder.

However, by the mid-career stage, workers put more stock in leadership training programs and workshops, opportunities for cross-functional roles or assignments, and recognition of expertise through specialised roles or projects. Clearly, the interests here have changed from a general interest in upskilling at the early-career level towards better buy-in and recognition from their companies.

Among late-career-stage workers, the interest in career and development needs to shift more towards legacy and transition. Those nearing or considering retirement value having a platform to share their experience and insights, recognition for their work and contributions, and opportunities for consultancy or advisory roles.

2. Social, friendship, and community needs

As noted by Enboarder, the social and community preferences of workers can be particularly illustrative of intergenerational differences. For instance, younger workers tend to prize team-building and networking events, with an emphasis on group projects and support groups or forums for discussion.

By mid-career, however, workers tend to place more value in personal time and initiatives that support work/life balance, like caregiver leave or sabbaticals, while late-stage workers look for reduced hours or phased retirement options and health support.

Effective management of age diversity in the workplace requires overcoming certain challenges. According to Enboarder, the following tend to come up time and again.

• Clashing communication styles.
• Creeping bias and discrimination.
• Incompatible technology use.
• Conflicting values and beliefs.
• Difficulty with knowledge transfer.
• Respect for health and wellness priorities.

While bringing the right mix of people into the workplace is a big part of reaping the benefits of age diversity, once in the door, it’s up to the organisation to build a culture that supports and encourages intergenerational collaboration.

“To truly bridge the generational gap and attract and keep workers from all generations, companies must prioritise empathy, understanding and open communication,” said Enboarder.

“Remember, every generation brings value, and by harnessing this, companies can thrive in today’s dynamic work environment.”