Multi-generation workplaces offer many benefits

TODAY it is common to have up to five generations present in one workplace, from the Traditionalist (born before 1945) through to the Gen Z babies (born after 1996).

The Traditionalist and the Baby Boomer generations are more commonly working past retirement age, increasingly a choice for economic reasons and because we are living longer.

With this, we will see a further increase in older workers. The evidence is building to show that not only can an organisation stay ahead in the marketplace with a multigenerational workforce, it can lead to distinct advantages.

Older workers find value in continuing their roles and they tend to be committed to their jobs.

Oftentimes working is a source of independence and social enrichment as well as an opportunity for physical activity and exercise.

In an increasing number of organisations, the focus on diversity and inclusion means that companies have recognised that retaining mature aged workers is a business imperative.

The loss of experience and expertise would be a risk for the organisation.

Companies are increasingly willing to minimise this risk through fostering a multi-generational workforce.

The key is in healthy communication and everyday conversations where a culture of respect and inclusion is established.

Some jobs will be easier to continue than others.

For example, jobs requiring physical labour are more difficult to sustain for the older worker.

A decline in health, reduced productivity and the reliance on older workers to provide care for grandchildren are all issues that need to be managed in today’s workplace.

Creating a strong workplace starts by demonstrating inclusivity, respect and care for one another.

We can do four things to lead a multigenerational workforce.

First, we can offer unique retirement options to capture the knowledge and expertise and ensure that it is transferred to the next generation.

Second, we can offer parttime employment, flexible work schedules or limited contract special project work. Often retirees welcome the opportunity to be productive and intellectually challenged.

Third, we can offer retirees the opportunity to work as mentors and coaches to younger executives.

We must capitalise on having young and old workers cooperating on projects.

Finally, organisations can consider providing specific training and workshops in new technologies and intergenerational communication.

When employees know they have been heard, success will follow.

An organisation that leverages the strengths of each generation will create a productive and happy workplace.

It will require knowledge sharing, flexible work schedules, reverse mentoring and the chance to learn from one another.