Maximising The Potential Of A Multi-Generational Workforce

Author: Sharon Schofield

Reading Time: 2 Minutes

The Situation

Changes to UK retirement laws mean we find ourselves in a unique situation, where five generations coexist in the workforce:

The Silent Generation (born between 1920 and 1945)

Baby Boomers (born between 1946 and 1964)

Gen X (born between 1965 and 1980)

Millennials (born between 1981 and 1996)

Gen Z (born between 1997 and 2012)

Considerations

Embracing Generational Diversity

Each generation comes with generally definable attributes and behaviours. Understanding and adapting to these different needs and expectations is crucial for fostering inclusion and attracting and retaining employees across all age groups.

However, in the day-to-day running of an organisation, it may be best to drop the labels and avoid generalisations about different demographic groups. Such labels can be misleading and lead to incorrect perceptions of individuals.

Promoting Individual Connections

Encouraging employees to learn about each other as individuals encourages a culture of collaboration, free from age or hierarchical biases. This helps to foster understanding and intergenerational learning.

By nurturing these conversations, generational colleagues can establish the trust needed for a good working relationship. Without trust, a culture of competition and resentment can arise, leading to real productivity loss.

Conclusions

How a Coaching Culture Can Help

Developing coaching skills within an organisation can support collaboration between generations. Coaching enables people to dig deeper to understand what motivates colleagues from different generations.

A simple phrase like “Help me understand why you see it that way” goes much further than “I don’t understand why you see it that way.” The former is a request for insight, while the latter is a judgment. This approach fosters a more inclusive and understanding workplace culture.

“More organisations have a workforce made up of 5 generations”

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