Global demographic shifts have led to employees of varying ages working together for longer periods. Recent studies show that up to five generations now coexist within workplaces, bringing distinct experiences, skills, and perspectives to the table. “These differences, when embraced, can be a catalyst for creativity and innovation,” says Matt Burney, senior talent strategy advisor at Indeed. Leveraging these diverse strengths is not only beneficial but essential for modern organisations. “Organisations that value and embrace generational diversity can unlock new ways of thinking, improve outcomes, and ensure their operations are future-ready,” Burney adds.
Why age diversity matters
Burney highlights that age diversity presents an opportunity, not a challenge. “An inclusive workforce that values contributions across all career stages benefits from institutional knowledge alongside fresh perspectives and fluency in new approaches,” he explains.
Employees with extensive career experience often bring in-depth knowledge, problem-solving skills, and strategic thinking refined over time. Meanwhile, early-career professionals may offer different approaches and perspectives, especially in areas like emerging technologies. The key, according to Burney, lies in fostering an environment where all employees can contribute based on their strengths and feel equally valued.
The role of a skills-based approach
To overcome assumptions about skills tied to age or tenure, Burney advocates for a skills-focused framework. “When organisations prioritise skills over traditional metrics like age or qualifications, they empower employees to showcase their strengths, fostering a more inclusive and productive environment,” he explains.
For instance, a skills-based approach can help break down traditional hierarchies in public sector organisations, enabling employees to contribute based on ability rather than tenure. Burney suggests tailored initiatives that match employees with opportunities suited to their specific skill sets.
An example is mentorship programs that encourage collaboration across teams, providing opportunities for mutual learning. For instance, team members can share expertise in areas like leadership or technology in ways that benefit all employees, irrespective of career stage.
Tapping into cross-generational strengths
Research consistently shows that diverse teams make better decisions and solve problems more effectively. Multigenerational teams, by combining varied viewpoints and experiences, create opportunities for innovative solutions.
Burney elaborates: “The strength of multigenerational teams lies in combining different approaches to challenges. For example, some employees may excel at understanding broader strategic contexts, while others might shine at leveraging the latest tools for efficiency and communication.”
Burney also emphasises that adaptability is not confined to any one group. Studies, including Indeed’s Tomorrow’s World Report, show that employees across career stages possess unique capabilities for adapting to workplace change. For example, experienced employees often demonstrate a capacity to contextualise new tools for practical use, while others bring creativity in leveraging emerging platforms for innovative outcomes.
Building inclusive policies
To fully unlock the potential of multigenerational teams, organisations need inclusive policies that emphasise skills and adaptability. This shift is particularly important in the public sector, where traditional career pathways can limit opportunities for growth and innovation.
Flexible career progression frameworks and continuous skills assessments can address this. “By adopting strategies like tailored training programs and focusing on transferable skills, public sector organisations can create pathways for employees to grow and contribute effectively,” Burney notes. Organisations like Amazon have shown the value of such investments, allocating significant resources toward employee development to meet future demands.
Burney stresses the importance of redefining diversity as a strategic asset rather than a demographic factor. “When organisations adopt a skills-based strategy and embrace the value of multigenerational teams, they can create workforces that are not only more innovative but also more resilient.”
A practical framework for success
Creating a collaborative culture is essential to realising the potential of multigenerational teams. Leadership plays a crucial role in fostering environments where employees feel valued and empowered to contribute. Structured learning opportunities can help address diverse learning preferences, while mutual knowledge exchange promotes trust and respect across teams. Additionally, technology integration, such as AI-driven tools, can facilitate smoother collaboration by identifying strengths and matching employees with relevant projects. Burney highlights that fostering collaboration is about more than just implementing policies; it’s about building trust and cultivating an environment where everyone’s contributions are recognised.
Looking ahead
Creating a multigenerational workforce is more than a human resources trend; it’s a critical step for organisations looking to stay competitive, inclusive, and innovative. Burney’s insights provide a roadmap for unlocking the full potential of diverse teams.
In the next article in this series, Burney will explore how AI and automation can support diversity, equity, inclusion, and belonging (DEIB) initiatives while addressing potential risks, such as algorithmic bias, through ethical AI practices and transparent policies.
Three steps to harness multigenerational teams for innovation
A collaborative culture is essential for multigenerational teams to thrive. Below are three practical steps:
- Structured learning opportunities: Provide tailored training options to meet diverse needs.
- Mutual knowledge exchange: Foster cross-team collaboration that allows employees to share expertise and learn from one another.
- Technology integration: Leverage AI tools to map skills, highlight development opportunities, and enhance teamwork.
Burney underscores the importance of leadership: “Success depends on fostering an environment where employees are empowered to contribute their best work, regardless of age.”