6 key facts about the multigenerational workforce in 2021

Fact 1: The future depends on intergenerational collaboration

At the rapid rate of change our society is undergoing, organisations need to quickly and continuously adapt. Alongside technology, diversity and inclusion will play a major part in their transformation journey, as without it, creativity and innovation will suffer.

Generational diversity is diversity. While generational differences are often overlooked, buried under the sand, or simply ignored, they will now play a major part in either stagnating progress of catalysing change. Our world is in desperate need of both the experience and knowledge of older generations, and the energy and social mindedness of today’s youth.

The pivotal role in turning the current humanitarian crisis into an opportunity will be played by the new generations working hand-in-hand with the older generations to charge a more positive trajectory and solve the many interconnected problems we will increasingly be facing.

Fact 2: Stereotypes need to be reframed, not dismissed

There are a rising number of articles claiming “there is no such thing as generational diversity” or “generational differences are not real,” and instead reinforce that “people are people” and it is wrong to group us under a generational umbrella.

While it is true that we are all unique individuals and should not be victims of bias, it is also undoubtably true that the context we are born and raised in shapes us. Stereotypes are important. They represent behavioural archetypes that cluster people together, and openly acknowledging and pondering on them — instead of becoming defensive — can do wonders in helping people from different age groups become more lenient, understanding and non-judgemental, but also more self-aware, considerate and sensible in the way they interact with one another.

Acknowledging and embracing differences is the only way to harness the power of each generation and build multigenerational teams that can truly drive innovation.

Fact 3: Intergenerational conflicts are very real, and ignoring them impacts the business

While most employers understand the importance of embracing generational diversity, few are doing something about it. This is mostly driven by fear: fear of sounding politically incorrect, of being misunderstood, of offending people, of being unable to accommodate differing needs and expectations.

These fears are justified, as there are a lot of sensitivities around this topic. However, generational differences, misunderstanding and insecurities — if not addressed — trigger toxic dynamics that hinder an organisation’s efforts to create a cohesive, collaborative and productive working environment, affecting client and partner relationships as well.

Intergenerational discords negatively impact the ability to hire, engage and retain the right talent, to drive innovation and to build a strong employer brand. On the other hand, there are significant benefits to be reaped from harmonising the multigenerational workforce, including growth in revenue, lower turnover rates, higher productivity and higher profitability.

Fact 4: Every generation feels misunderstood

Lack of contextual knowledge and mutual understanding is what leads to frictions between generations. Young employees oppose their managers, and older employees begrudge the young ones because they are not aware of how strongly the behaviours and the mindsets they disapprove of are rooted in the historical, political and social context each generation was brought up in.

Organisations can level the playing field by helping employees become aware of each other’s needs, challenges, viewpoints, strengths — even fears. The older generations worry about becoming obsolete, considered out-of-place in environments that are increasingly digital and agile.

The younger ones worry about not being heard or able to drive change. Until these fears are put to rest, it will be virtually impossible for senior employees to pass down their knowledge and experience to the younger ones, prepare them for leadership and empower them to drive change.

Fact 5: COVID-19 helped bridge the generational divide

Lack of contextual knowledge and mutual understanding is what leads to frictions between generations. Young employees oppose their managers, and older employees begrudge the young ones because they are not aware of how strongly the behaviours and the mindsets they disapprove of are rooted in the historical, political and social context each generation was brought up in.

Organisations can level the playing field by helping employees become aware of each other’s needs, challenges, viewpoints, strengths — even fears. The older generations worry about becoming obsolete, considered out-of-place in environments that are increasingly digital and agile.

The younger ones worry about not being heard or able to drive change. Until these fears are put to rest, it will be virtually impossible for senior employees to pass down their knowledge and experience to the younger ones, prepare them for leadership and empower them to drive change.

Without the ability and willingness on the part of both organizations and employees to take into account different generational contexts, bridging the generational divide effectively is simply impossible.

Fact 6: We all play a key role in fostering a culture of intergenerational collaboration

Leading organisations around the world are increasingly committed to making generational diversity a key item on their diversity and inclusion agenda. Employers can follow suit by being strategic and launching a series of initiatives and programmes to bridge the generational divide and harness the strengths of each generation.

This includes organising activities to encourage intergenerational awareness and bonding, providing shared workspaces, using collaborative decision-making to create winning multigenerational teams, helping senior leaders shift into a new-age mindset, holding mangers accountable for their employees’ success, preparing young generations for leadership through exposure to senior management and strategic projects, and establishing a culture of cross-generational and life-long learning.

But at the end of the day, it is up to each and every one of us, because we all have a responsibility to create a nurturing and inclusive work environment.

Rachele Focardi is a global thought-leader and public speaker on Multigenerational Workforce Dynamics, Employer Branding and The Future of Work. She is also Chair of the Multigenerational Workforce Committee for the ASEAN Human Development Organisation.