Valuing Generational Diversity in the Workforce
Age diversity has become a defining feature of today’s workforce. Yet outdated assumptions, stereotypes and biases related to age persist, hindering intergenerational collaboration and inclusion.
Think about how often we may hear people getting categorised by their age - "Oh, they're too young to understand," or "They're probably too old to learn new tech." That's ageism for you - putting people in boxes just because of their age. Sometimes it can work in your favour, but mostly, it’s not. Whether you’re a fresh-faced intern or a seasoned employee, your age shouldn’t put you on a different playing field at work.
In today's modern workplace, there are generally considered to be 4 or 5 main generations that make up the workforce. These are:
Baby Boomers - Born between 1946 and 1964. Baby boomers grew up during a time of prosperity and optimism. They tend to be competitive team players and are often viewed as strong leaders.
Generation X - Born between 1965 and 1979. Gen Xers came of age during periods of cultural and technological change. They tend to be independent, resourceful, and value work-life balance.
Millennials or Generation Y - Born between 1980 and 1994. Millennials are the children of baby boomers and grew up with rapid technological advancement. They are often seen as entrepreneurial, socially conscious, and value flexibility.
Generation Z - Born after 1995. Gen Z has grown up in the digital age with the internet and smartphones. They are extremely comfortable with technology and value diversity and inclusion.
The perspectives and strengths brought by these different generations shape the modern workplace. Taking the time to understand each group can help foster an environment where all generations can collaborate, exchange knowledge, and thrive together. An age-inclusive culture recognises and values the contributions of all.
How Age Affects Opportunities
Consider this: studies have shown that when it comes to job opportunities, training, and promotions, our age really does seem to matter. Young people often get branded as lazy or less reliable, while older folks might be labelled as “dinosaurs” and not tech-savvy. So, the young miss out on training and promotions, and the old often find it hard to get new jobs. And it gets even trickier if you mix in other factors like gender and race
Interestingly, these age labels don’t just mess with how others see us - they also mess with how we see ourselves! If people keep telling you that your age group is “less competent,” you might just start believing it and act accordingly. This is bad news for individuals and companies alike, as it stifles potential and breeds a toxic environment.
A lot of research on ageism zooms in on the older generation. They’re sometimes seen as reliable and loyal, but more often, they’re viewed as not adaptable and tech-challenged, leading to unfair treatment. If they lose jobs, finding new ones tends to be a steeper hill to climb. And even if they manage to hold onto their jobs, the general belief in their “incapability” can make the workplace a lonely place for them.
Even if an older worker's performance isn't directly hampered by prevalent age-based stereotypes, these existing beliefs amongst their colleagues can still negatively influence the organisation through the creation of workplace ingroups (Kunze et al., 2011). It's only natural for humans to band together with individuals they regard as similar, particularly in highly competitive environments (as some workplaces can be!).
If older workers are deemed to be less competent, adaptable, or notably different in another manner, they are more prone to being excluded from the principal group. The establishment of ingroups and outgroups hampers the exchange of information and collaborative efforts. Consequently, the views of older colleagues, despite their considerable experience and potentially alternative perspectives, may not receive the attention they warrant. With fewer contributions being considered, the organisation may encounter suboptimal decision-making and diminished levels of productivity, creativity, and innovation.
Squashing Ageism - A Game Plan
Alright, so ageism isn’t great, in fact, it’s simply wrong. But with a mix of 4 generations in the workplace, how do we make sure everyone plays nice and fair?
The starting point is recognising that chronological age itself is not the issue. Rather, generalisations, presuppositions and discrimination based on age create barriers. Ageism can take many forms, from younger employees having their ideas dismissed to older workers being viewed as resistant to change. Unchecked, ageist mentalities divide teams and limit their potential.
Constructive dialogue is essential to dismantling ageist notions. Open discussions that illuminate how subtle age bias manifests can increase understanding. Storytelling and sharing personal experiences related to ageism also build empathy. Leaders play a key role in voicing support for age diversity and shutting down insensitive comments.
But talk alone is insufficient. Organisations must take concrete steps to cultivate age-inclusive practices. Offering continuous development opportunities accessible to employees at all career stages enables lifelong learning. Customising roles based on individual capabilities, rather than age-based assumptions, allows workers to fully apply their strengths. Maintaining flexibility in areas like scheduling accommodates varying needs.
An idea called the AGE model might have the answer! It’s got three steps: A - Acknowledge (realise ageism exists), G - Grow (actively work against those age biases), and E - Embrace (celebrate what all age groups bring to the table). While models like AGE give a big-picture strategy, we can also use little tactics to fight ageism. For instance, remind hiring managers and recruiters to focus on skills, not ages when looking at resumes. Or, we can flip the script on age narratives. Older folks can still bring a lot to the table, from creating value at previous companies to providing invaluable mentorship thanks to their experience.
In addition, encouraging everyone to have a "growth mindset" - basically believing that folks can learn and change, no matter their age - can help foster respect and teamwork among all ages.
Creating a United Team
Getting people of different ages to bond might need some extra steps, like communication workshops or regular team-building activities. Managing stress and keeping everyone healthy is another tactic, as a happy team tends to work better together.
It's crucial that we remember: that every age group can face discrimination. So, when we try to balance things out, we've got to think about everyone involved and ensure nobody feels left out or threatened by the changes. Ultimately, an age-inclusive culture recognises the value that employees across the generational spectrum contribute. It focuses not on arbitrary factors like age, but on leveraging the diverse perspectives and capabilities that a multi-generational workforce offers. With empathy, intentionality and sustained effort, organisations can unlock their greatest asset: the collective potential of their people.
Written by Man Wong
Cofounder of CandidateX