There are strong perceived differences between the attitudes assigned to younger generations and older generations respectively: efficient communication –v- rich communication; high technology –v- low technology; progressive values –v- traditional values; feeling entitled to advancement –v- earning advancement; innovation –v- status quo; life outside work –v- commitment to work; egalitarian –v- hierarchical; meaning –v- money[1].

As with any label we tend to highlight the differences rather than the similarities, which can lead to conflict. Undoubtedly there is conflict associated with age (some will remember #okboomer for example, the mass online retaliation against past generations) and this can cause tension in the workplace. Age discrimination was outlawed in the UK in 2006, but it is still common. Worryingly in many workplaces, there appears to be little stigma associated with it. In the US age discrimination legislation has existed since the 1960s but only 8% of employers include age as part of their diversity, equality and inclusion strategies and it is likely that there is a similar neglect in the UK.

This neglect cannot continue. We now have the phenomenon of the four-generation workplace: The Baby Boomers (1946-64); Gen X (1965-79); Millennials (1980-94); and Gen Z (1995-2012). There is little real evidence that workers of different generations have markedly different beliefs from each other, or want markedly different things from their work, but perception is everything.

We are also still living through the consequences of the Pandemic. There are now 1.1 million fewer workers in the economy than in 2019, as many left to retire early. This is unsustainable and is affecting both the UK’s return to pre-Pandemic productivity and the current rate of inflation. Clearly, it will lead to a pension crisis some years from now if not tackled. There are already some signs that the current cost of living crisis is forcing older workers out of retirement and back into work, and this trend may well accelerate in the coming years.

Add to that an ageing population: a 65-year-old in good health can expect to live to nearly 90; anyone born this century in the UK can expect to live to 100. The length of a healthy life is also increasing. This longevity is a problem and solution: if retirement ages remain the same then the burden on the state and those capable of work increase significantly; but if older people remain economically active for longer, not only will this burden reduce, but some of the squeezes that the labour market is currently experiencing can be mitigated.

So, it is highly likely that we are going to end up with many older people in the workplace, and this is likely to require employers to focus on age diversity measures, and in particular different attitudes to work amongst different age groups; different skills sets; and different perceptions to other age groups. Given that so few employers appear to be focused on this group, what should HR teams be looking to do?

1.          Remember – age diversity and inclusion is not all about older people: each age group will have particular needs because of the life stage in which they are at. Understanding and responding to those needs consistently is the key.

2.          Focus on multi-generational teams. People naturally gravitate to others who appear most like them but that may not necessarily be healthy. Seek to build teams that recognise that different approaches and experiences are complementary rather than in conflict.

3.          Help individuals to identify and confront assumptions about others. The difference is good, but can be uncomfortable. Encouraging employees to take advantage of differences is the key.

4.          Encourage a positive approach to resolve age-related conflict. Encourage employees to confront and challenge their assumptions about colleagues who are in a different age group. Encourage them to question whether age is the factor, or whether there may be other explanations. Don’t shy away from the differences, but instead encourage employees to see these differences as positive rather than negative, and that there is often not a ‘right’ or ‘wrong’, just a ‘different’.

5.          Encourage employees to understand what challenges colleagues may face, and look at how they can be accommodated. For example, during the lockdown, many younger workers were living in cramped and rented accommodations whilst older colleagues had more space in a house with a garden. Acknowledging the difficulties for those younger workers, and the effect that it might have had on their performance and well-being may have made the team work more effectively. Younger workers may need to understand the time commitments falling on the shoulders of older workers, particularly those who may be caring for elderly relatives: do they understand what effect this may have on their ability to work outside of regular hours, or to join in with social events?

Take a look at your workforce's age range and identify its benefits and challenges. Be honest, are there some perceptions within your team that should be addressed? Is your policy clear on age discrimination and understood by everyone? Remember, we’re not just talking about discrimination against older people, our Millennials and GenZ employees can feel unfairly treated should they be considered ‘too young to understand’ for example.

Age can be seen in many ways as the Cinderella from a diversity and inclusion perspective but embracing age diversity will have long-term benefits and I encourage my network of HR professionals, however young, old or somewhere in between, to embed a culture that they can be proud of.

[1] ‘Is that conflict with your colleague really about age difference?’, Amy Gallo HBR 8 March 2022