Over a third (39%) of UK employers reported that staff had issues working with and understanding each other because of intergenerational differences, the Work Foundation study showed.
While 70% of senior business leaders in the UK recognised their organisation benefits from having a multigenerational workforce, there was what the report named as a “say-do gap” with how employers support employees.
“The real challenge is that whilst employers recognise the benefits of multigenerational workforces, many are not putting in place age inclusive policies to support colleagues from across generations to lead productive, happy, and healthy working lives,” said Emelia Williams, co-author of the report and research and policy analyst at the Work Foundation, speaking to HR magazine.
Of the 1,167 senior business leaders in the UK who were surveyed for the report, 61% reported significant differences in work culture preferences among employees of different generations. The greatest difference was work/life balance expectations, which 44% leaders said they'd noticed.
The Work Foundation also found that, while 67% of respondents said their organisation actively addressed generational stereotypes and biases in their workplace and 31% agreed that diversity, equity and inclusion (DEI) was important for a positive multigenerational work culture, just 18% included age in their DEI policies.
Global consultancy firm Bain & Co predicted that by 2031, a quarter (25%) of the workforce in G7 countries will be aged 55 or above.
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Sara Roberts, director of training provider Kingdom Academy, HR magazine that HR “should encourage open dialogue to dispel stereotypes that exist between generations which hinder genuine understanding and collaboration”.
She continued: “Group discussions that tackle real-life scenarios are crucial to training, and HR should also consider ongoing support after staff have completed the training.
“HR can provide multiple communication channels and respect individual preferences, whether that is emails, direct messages, Teams meetings, social media, phone calls or talking in person. Bridging the gap in communication requires empathy and adaptability to be encouraged in the workplace.”
Research by financial adviser St James’s Place Financial Adviser Academy has suggested that age stereotypes about when it is acceptable to change careers has stunted career progression for Gen X and Millennial employees.
Training for managers would improve inclusion for different age groups, Roberts added.
The Work Foundation report revealed that 79% of senior leaders did not have line management training specifically for multigenerational workplaces in place.
Roberts continued: “HR professionals should view putting team leaders through multigenerational leadership training as important as any other kind of training.
“Managers who go through multigenerational training can learn how to ensure everyone in their team feels seen and heard, and align team members to a common goal. This would lead to a reduced staff turnover, better team performance and better team morale.
“Multigenerational training means no one feels excluded because of their age; it can also teach employees to leverage those differences rather than them becoming a source of conflict.”
Encouraging collaboration between multiple generations at work could also prevent intergenerational conflict, commented Sheila Flavell, chief operating officer for business and technology consultancy FDM Group.
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Speaking to HR magazine, she said: “HR teams need to create a culture of collaboration between staff, to encourage learning and knowledge transfer based on each person’s unique skillsets.
“We know, for example, that the ability to learn and shadow senior leadership is one of the top reasons that Gen Z wants to go into the office, so building that into workplace culture is important.”
The report highlighted that a third of senior leaders (34%) agreed opportunities for socialising in person were important for creating a positive multigenerational workplace culture, but 81% did not have guidance on inclusive social events and 79% did not have an alcohol policy on responsible consumption in place.
Williams added that wellbeing initiatives should consider the needs of different employees: “Employers can respond to new expectations that prioritise health and wellbeing by introducing long-term workforce planning based on deep employee engagement to understand the range of needs.”
The Work Foundation commissioned Survation to poll 1,167 senior UK business leaders in early May 2024.
