Engaging the multi-generational workforce

Researchers and scientists predict that by 2030, people on average will live past 100 years old, and the fastest growing age group are those above 65 who are thriving and wanting to continue working past retirement.

So, as we find ourselves working where a multigenerational workforce is now the norm, it is important we understand each generation, appreciating their unique preferences, habits and behaviours, so we can realise its power.

Yes, there are similarities across each life stage, but there are also stereotypes that exist that can create bias, confusion and conflict at work. We’ve all heard of the stereotypes of the Traditionalists who are resistant to change and prefer stability, the tech adverse Boomers, the fiercely independent Gen X who focus on individual versus team success, and The Millennials and Gen Z who are lazy and don’t care about work.

In a recent coaching session, one of my clients told me his biggest challenge was his inherited team of “Dinosaurs”. He said he felt lost as it was too difficult to change their behaviours and outlook. Another coachee, who works with a younger team, was frustrated as she found her team disengaged and unwilling to work the hours she does. And finally, when discussing recruitment for a further client, he was adamant he wanted the same generational workforce to “maintain the right culture”. In each of these real-life examples, it was important to challenge my clients’ thoughts and understand where they came from, as well as reflect on what might have happened if they had accepted them without any form of questioning. A lot of the time, our beliefs and thoughts are based on assumptions that can lead to defaulting habits and behaviours. The work I do as a coach is to raise awareness of self and situation to re-think and generate new ideas and possibilities. In the case of these examples, my clients all concluded that they did in fact have generational stereotypes in some form.

If you are a leader of a multi-generational team, here are some questions to ask yourself to prevent bias:

• How diverse is your team across each generation?
• How much time do you spend engaging with each generation?
• Is your behaviour any different between each generation? If so, how?
• How many people have you hired from each generation recently?
• How are you enabling people across each generation to collaborate together?

There are many benefits of a multi-generational workforce according to leading authors Chip Colney and Lindsey Pollak, that include:

• Knowledge sharing
• Enhanced collaboration
• Higher engagement and retention
• Deeper customer understanding
• Greater adaptability
• Faster innovation
• An overall more diverse and resilient organisational culture

Managing this widening representation of age groups with new beliefs and values is a leader’s job and the biggest challenge involves respecting your team’s varied values and boundaries whilst upholding your own.

We recommend a three-stage process to do this.

1. Be honest and look at what existing stereotypes, silos and barriers exist and understand how these are contributing to the organisational culture.
2. Ensure there is a shared common purpose across all age groups and identify the bridges that can be built across the generations by asking what rituals, topics and themes unite and bring people amongst different age groups together in the organisation.
3. Create a psychologically safe environment and lead by example to ensure every voice is heard and considered, regardless of age and seniority. Be curious to understand who your people are to leverage the strengths of each individual across all the generations. Ask what really matters to them and encourage them to communicate their preferences openly. Knowing, rather than assuming will prevent incorrect presumptions based on age and with those detailed insights you can then work on offering individual incentives that really matter to them.

1. Identify wisdom workers in their areas of expertise and use them as role models
2. Hold regular wisdom talks and shots of inspiration presented by all age groups
3. Organise mutual mentorship and reverse mentorship programmes based on shared interests
4. Set up speed mentoring networks where people are paired up and mutually exchange knowledge and expertise
5. Create employee resource groups focused on wisdom
6. Ensure a cross generational representation on work projects
7. Encourage a feedback culture whereby employees feel safe to call out when they witness and experience generational stereotypes
8. Support with individual and team coaching
9. Share success stories of what older workers can teach younger workers and what younger workers can teach older workers.