It’s time we switched the focus from generational stereotyping to intergenerational inclusion.
For the first time ever, five generations are working side by side. Teams include varied levels of experience, backgrounds, values, and beliefs, which can sometimes lead to misunderstandings. Younger employees may also be leading older team members – introducing new, sometimes tricky, dynamics into traditional hierarchies.
Regardless of our position or company size, we all risk making assumptions about the contributions different generations can bring. The result? Communication challenges, inefficient problem-solving that stifles innovation, and potential workplace tensions.
According to a Deloitte study, only 6% of respondents strongly agreed that their leaders know how to effectively manage intergenerational inclusion across teams. Meanwhile, a 2024 LinkedIn study found that only 1 in 5 Gen Z employees had spoken to a colleague over 50 in the past year, while 44% of workers over 55 admitted to avoiding conversations with younger employees.
With workplace disruption accelerating – especially with AI integration – building a cohesive, cross-generational workforce is more crucial than ever.
How can we champion intergenerational inclusion?
Diversity of thought is a powerful driver of innovation. When teams bring together a variety of perspectives, they are more likely to challenge assumptions, explore new ideas, and develop creative solutions to problems.
A multigenerational workforce is an asset in this regard, as it combines the wisdom and experience of seasoned employees with the fresh perspectives of younger colleagues. Companies that embrace these diverse viewpoints not only enhance problem-solving capabilities but also gain a competitive edge. This is achieved by fostering a culture of continuous learning and adaptability.
HR professionals must rethink their approach to intergenerational inclusion across leadership and team dynamics. Here is how:
1. Build inclusive leadership
Fostering an inclusive culture starts with training leaders to challenge generational biases. This includes:
- Encouraging reverse mentoring programmes where experienced employees and younger professionals share skills and insights. Organisations such as KPMG and General Electric have run successful reverse mentoring programmes that have positively impacted various business areas.
- Implementing structured intergenerational workshops, such as those pioneered by IÉSEG School of Management in France. Such workshops should explore workplace relationships, communication styles, and perceptions of hierarchy.
2. Enhance communication through self-awareness
Changing ageist workplace norms won’t happen overnight, but we can transform the language we use and how we communicate. Unconscious bias naturally leads us to align with like-minded peers and misunderstand motivations.
For instance, a mid-career professional might misinterpret Gen Z’s workplace boundaries as a lack of commitment. In reality, younger workers often prioritise work-life balance over outdated “always available” expectations.
Meanwhile, Gen X and Boomers, accustomed to traditional corporate ladders, may struggle to understand Gen Z’s preference for skill development over hierarchical promotions.
Organisations should encourage:
- Self-awareness training to help employees recognise biases and improve workplace dialogue.
- Language audits to eliminate ageist terms (e.g. ‘shirking’ to describe Gen Z’s approach to work) and reframe workplace values more inclusively. Forward-thinking companies are already making changes – Phoenix Group, for instance, has phased out the term “older workers” to combat age-related biases.
- Clear policies on intergenerational respect, ensuring that all employees – regardless of age – feel valued, heard and supported with opportunities to develop their career and learn on the job.
3. Recognise and respect workplace values
Values are at the heart of how someone behaves in the workplace. When these values are ignored, employees feel disconnected, misunderstood, and less engaged.
HR teams can help bridge these gaps by facilitating values-driven workshops that help employees explore and appreciate different generational motivators. They can also encourage cross-generational dialogue, where teams discuss their values and working preferences in structured conversations.
Tools that categorise personality traits into colour energies (Cool Blue, Earth Green, Sunshine Yellow, and Fiery Red) can also enable employees to understand the motivations and behaviours of colleagues. The language of colour energies focuses on personality styles rather than age, empowering people to transcend ageist beliefs that may hold them back from appreciating one other.
Intergenerational inclusion is a must
Despite the increasing emphasis on diversity, ageism remains a workplace issue in 2025. But as retirement ages rise and career spans lengthen, it’s imperative to foster better intergenerational inclusion and collaboration.
Ultimately, the workplace is one of the most valuable spaces where generations intersect. By embracing these differences, organisations can improve business outcomes, foster innovation, and cultivate a more empathetic workforce – all of which can benefit society more broadly.
In an era where AI can’t replicate human compassion, one of the most valuable skills employees can develop is the ability to communicate effectively across generations. Not only does this enhance team dynamics, it also creates a richer culture and strengthens personal employability. Ultimately, HR’s focus on intergenerational inclusion will enable today’s professionals to remain adaptable, insightful, and future-ready.
