As today’s modern workplace often finds itself amidst a multigenerational work environment, where individuals from diverse age groups coexist and collaborate. As societal structures have evolved, individuals are now more adept at offering flexible and prolonged productive contributions to organizations, regardless of their age or capacity. Despite advancements in many areas, progressive practices for managing work and the workforce appear to be evolving at a remarkably sluggish pace.
A diverse range of perspectives from multiple generations offers a comprehensive view, encompassing different backgrounds, life experiences, and values. By embracing this diversity with creativity, we can foster rich dialogue and develop innovative strategies to achieve our goals. Managing a diverse workforce also poses people-related challenges, including adapting to varied work styles, communication modes, and resolving interpersonnel conflicts. Moreover, ethical considerations arise when tackling biases and stereotypical attitudes towards diverse age groups within the workforce, necessitating internal controls, training, and empathy to effectively address these concerns. As we delve into exploring the challenges and opportunities of working effectively with diverse age cohorts, we’ll uncover the complexities that arise when leading a team comprising individuals from different generations.
Elizabeth Kittner
Having had the privilege of collaborating with individuals significantly senior to myself in both professional and volunteer settings over many years. Additionally, I’ve taken on the responsibility of championing the importance of retaining older workers in our workforce by serving on various people operations initiatives that prioritize their value and contributions. Many of my former colleagues are approaching retirement age, yet simultaneously express a sense that they’re the most dispensable staff members due to their age or salary. You’ll collaborate with individuals to clarify their retirement goals and develop a tailored transition plan that bridges the gap between their current situation and desired retirement scenario. Collaborating with individuals to achieve their goals fosters a sense of accomplishment and cultivates a positive work environment by making them feel valued.
I urge that younger generations be given a seat at the table to share their perspectives, attend meetings, and scrutinize decision-making processes. Engaging young team members from the start fosters a sense of belonging and prepares them for greater responsibilities within the organization by instilling a sense of ownership and confidence.
Additionally, we will consider the obstacles faced by some of our mid-career employees, such as the need to balance work with childcare responsibilities and eldercare requirements. While many women, in particular, opt out of the workforce in their 40s and 50s, seeking flexible arrangements to accommodate their schedules. As an employer, discussing with each individual employee to understand their desires and crafting a tailored plan to support their growth and retention is crucial for ensuring employee satisfaction and minimizing turnover.
One of the most significant benefits I’ve encountered in multigenerational workforces is the diverse skillset it offers. The opportunity exists for individuals from different age groups to exchange knowledge and experiences. Through our diverse workforce, we have the unique opportunity to learn from each individual, and cultivating a culture of observation and learning is invaluable to the team’s collective growth. Similarly, a diverse multigenerational workforce is uniquely positioned to better serve and connect with a diverse multigenerational customer base. The group will likely develop a deeper sense of connection with others, fostering more meaningful conversations and a greater capacity for empathy.
Regardless of an individual’s professional standing and lifetime goals, they will invariably face objectives and demands on their career and scheduling pursuits. Fostering genuine understanding and providing tailored support to individuals precisely where they are will yield more invested individuals, teams, and customers.
Gill Reindl
As a professional, I’ve had the privilege of working with diverse individuals – from ambitious young graduates embarking on their career journey to seasoned middle and senior leaders seeking to enhance their skill sets. Having navigated these life stages personally, I’ve been able to draw upon those experiences as I move towards a more traditional retirement path. As a result, my passion for this topic has grown exponentially.
While enterprise moves swiftly forward, alteration maintains a consistent tempo. As organizations strive for success in today’s rapidly evolving landscape, they must increasingly prioritize innovation, transforming themselves into more agile entities that effectively onboard talented individuals who embody adaptability, resilience, and creativity. Innovative approaches to recruitment abound, and currently, we’re focused on pioneering new hiring strategies.
Forming groups by blending contractors with staff, introducing hybrid roles and collaborating across generations, while boldly venturing beyond traditional office spaces and embracing innovative uses of containers. As the traditional career model evolves, portfolio careers have emerged as the new standard, allowing for the creation of diverse, multigenerational networks that benefit both organizations and individuals by fostering innovation and knowledge sharing through a wide range of fresh perspectives and expertise.
Generation Z prioritizes purpose-driven living and seeks meaningful roles that enable them to make a positive impact on a larger scale, rather than being just another anonymous entity in a vast system. By fostering a culture that showcases and empowers young team members in decision-making processes, we can ignite their passion, energy, and innovative thinking, aligning with Elizabeth’s vision to captivate, retain, and prepare them for their futures.
Contractors typically manage multiple concurrent, impartial projects and workflows. Subsequently, managing these professionals involves cultivating a business-to-business (B2B) dynamic more so than a traditional employer-employee relationship. By recognizing the distinct nature of these relationships, we can shift from traditional hierarchies to a more decentralized approach that fosters collaboration and empowerment, ultimately enabling a flatter organization with greater agility and adaptability. There exists a role for leadership development that welcomes and transforms emerging opportunities and possibilities.
As people live longer, they may and occasionally wish to engage productively for extended periods, fostering healthy economies that require their involvement. Organisations often struggle to effectively engage with this mature talent pool, whose members harbour a passion for work yet crave greater autonomy and control over their careers; exhausted by the relentless pursuit of career advancement, they find little allure in climbing the corporate ladder at this life stage. While accumulated expertise and knowledge undoubtedly hold value for organizations on an upward trajectory, it’s equally crucial that companies consider how they can leverage existing skills to create opportunities that drive mutual benefits. Many initiatives currently aim to re-engage the mature workforce through flexible arrangements such as part-time roles, challenging projects, and job share schemes. However, employers often underestimate the potential of the contractor route as a versatile option to deliver projects and develop skills while mentoring others.
At GigaOm, many of our experienced analyst-practitioners have accrued significant technical expertise over time, often gained through tenure in senior management positions across the industry. This round-the-clock availability of accurate data and comprehensive knowledge is a priceless asset to our organization and its customers.
As the era of multigenerational expertise unfolds, it’s an electrifying moment to delve into innovative strategies and harness the collective potential of diverse generations, unlocking unparalleled value.
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Concerning the Authors
A comprehensive organisational growth guide, informed by 35 years’ experience across various industries and senior management positions within the UK’s higher education sector. A seasoned expert and thought leader in the realms of organizational culture, leadership development, future of education, and workplace innovation. Gill has worked extensively with GigaOm on various projects and collaborations.
A seasoned finance and accounting expert with a passion for empowering individuals and fostering healthy organizational cultures through her extensive knowledge and expertise. Elizabeth is a key member of GigaOm’s government team, responsible for overseeing both financial and people operations. As a renowned expert in ethics, communication, and management, she excels as both a writer and a compelling speaker.
