Why embracing multigenerational inclusion is important
By Jo Faragher on 28 August 2024
According to the Centre for Ageing Better, closing the employment gap for older workers could generate an extra £9 billion a year for the UK economy. Yet older individuals face barriers to getting into and progressing at work. Earlier this year, a survey by the Centre found that 37% of people in their 50s and 60s had experienced age discrimination in the workplace. Demographically, employers need to embrace multigenerational inclusion because there will be an additional 1.2 million people aged 50-64 in the UK by 2030. By the same point, Gen Z and millennials will make up 58% of the workforce, so a generation facing its first years in employment will be working alongside those considering retirement.
But that does not mean there are not multiple challenges to overcome. Speaking at d&i Leaders’ webinar earlier this year on being an age inclusive employer, Raj Jones, head of diversity, equity and inclusion at Sodexo, said she had witnessed both opportunities and barriers around age inclusion as a large employer with many in front-facing roles. “People have grown up with different life experiences that have shaped their view of the world and how they like to be appreciated,” she explained. “This impacts how we communicate and reward employees.” The company recently ran a survey showing that Gen Z workers (born between 1997 and 2012) are more interested in whether their employer is socially responsible than salary, whereas older workers had placed preference on a longer, more structured career.
Avoiding assumptions
Ori Chandler, group head of diversity, equity and inclusion at Aviva, said that because of the way we group and label generations, it can be all too easy to make assumptions. “As we know in D&I, making assumptions has its pitfalls. There may be some uniformity in people’s preferences but there will be exceptions,” she explained. Organisations need to think about the leadership styles and culture different groups might prefer and the nuances between them, she added: “When we’re aware of these differences the real challenge is how we work effectively together, especially when cultural norms and expectations feel quite different.”
How we communicate may feel different between generational groups, and adapting this can be an easy win for organisations. “Perhaps Baby Boomers (1946-64) will be used to a more formal style versus slang or shorthand, or would prefer a phone call rather than instant messaging,” said Chandler. When communication styles don’t align, this is when colleagues can suffer from a lack of understanding or build negative judgements, which in turn impacts trust and relationships. If one generation feels less confident using a particular communications platform, they may shy away from using it altogether, which can affect inclusion levels.
Lucinda Quigley, head of client solutions at Talking Talent, outlined some of the benefits of working in an age-diverse organisation. Different generations at work can provide a broad range of viewpoints due to their unique perspectives and experiences; a wider age range can broaden the types of skills available to the business; and strengths can be combined to help address skills gaps. But in order to make the most of this, businesses need “focused and deliberate action”, she advised. Alongside tailored communication, employers could think about introducing mentoring and reverse mentoring programmes to bring generations together; introducing flexible policies that acknowledge people’s different life stages and needs; and lifelong learning opportunities rather than focusing skills development on those earlier on in their careers.
Role of networks
One thing that can foster a greater bond between generations at work is an employee network or community. At Aviva, the Generations community has engaged employees across different generations, providing “strategic insight into different trends and dynamics these generations are facing”, Chandler added. Because communities work together at the company it means it can take an intersectional lens of some of the compound challenges people face. “One particular thing we’ve identified is the sandwich generation, where people are caring for children but also elderly friends and family,” said Chandler. “This puts a specific pressure on people, and is often picked up by women so disproportionately affects them. This is often at the point where they may be thinking about a leadership role, and potentially impacted by menopause as well.”
Sodexo also runs an age network called Generations. As a service company one of the barriers it faces is that most employees are disconnected because they are customer-facing, so any activities need to be accessible on this basis. “We designed a board game called GenMatch that challenges people’s assumptions and stereotypes,” said Jones. “Our apprenticeships are for any age and we focus on ‘digital transfer’ across the business so generations can share their digital expertise.” One of the oldest apprentices at Sodexo is in their 70s, so the intergenerational approach is clearly working. On a policy level, networks have fed into age inclusive policies such as its paid care leave policy and menopause support, which has helped the company to increase retention and reduce absence in some cases. Jones added: “We want people to stay in work and have fulfilling careers but recognise that they can have things going on in their personal life too.”
Intersectional approach
Quigley at Talking Talent urged organisations to take an intersectional approach – people are more than a single characteristic. She said: “A person’s needs are not based on a single factor such as what they look like, their age, or their schooling and so it’s important that employers’ inclusion strategies take this into account. Creating discussion around subjects such as professionalism or flexible working so that everyone can have their thoughts heard is key to creating an inclusive environment for all generations.” On a practical level, the Centre for Ageing Better has set up the Age-friendly Employer Pledge, which has been signed by 400 employers. As well as generational networks, some signatories have age pillar groups within separate D&I strands to ensure that each considers age within its own activities.
Tracy Riddell, senior programme manager at the Centre for Ageing Better, says: “We know that the risk of experiencing ageism is significantly higher for people with other protected characteristics and being age-friendly is just one element of the DE&I approach that all organisations should be committed to. As a minimum, it’s important to ensure that organisations have all the right policies in place, and that includes age (a policy that can often be overlooked). To support embedding age in their work and taking an intersectional approach, organisations could consider conducting a policy audit and add age into existing policies. Alternatively, where organisations have networks and forums for specific areas, employers should ensure there is a good representation of age within these groups – and ensure that the brief and purpose of the group also addresses age.”
Riddell adds that many of those who have signed the pledge are reaping the benefits of having an age-diverse workforce. She says: “Some customers express a preference for engaging with a member of staff of a similar age to them, and this can deliver better transactional experiences and so potentially driving revenues and profitability. Employers who are committed to age-friendly recruitment are also more likely to fill their skills and labour shortages as they are able to select from a broader talent pool. Older workers tend to stay in a job for longer: meaning reduced staff turnover, reduced recruitment costs and greater retained organisational knowledge.” With these advantages set in front of us, it’s hard to argue against embracing generational inclusion.
Free Guide – How to build a winning multigenerational workforce
Download this free guide from Talking Talent ‘Boomer to Zoomer: How to build a winning multigenerational workforce’. Discover how to overcome ageism with tailored communication, mentoring, lifelong learning, and flexible policies. Learn from HR and DE&I leaders about recognizing and addressing age bias, implementing organization-wide initiatives, and empowering managers to create an inclusive workplace.
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