The Risk and Reward of a Multi-Generational Workforce Event – Key Takeaways

Businesses are facing a unique challenge: managing a workforce that spans four generations across 44 years. From Baby Boomers to Gen Z, each group brings distinct preferences for how, when, and where they work best. Add to this the varying levels of technological proficiency—ranging from those who remember fax machines to digital natives who've never known a world without smartphones—and you have a potential recipe for workplace friction.

But what if these differences could be transformed from obstacles into opportunities? What if companies could harness this diversity to create a more dynamic, innovative, and collaborative work environment?

We held an exclusive breakfast event for HR and Talent Leaders to delve deeper into this topic. We were joined by two expert speakers:

• Kate Richardson-Walsh OBE, Hockey Gold Medalist & Former Captain who shared some eye-opening insights around uniting a group of people to form a winning team
• And Dr Ailish McLaughlin, Product Manager at Flexa who spoke about how to leverage data to inform your EVP

The morning was filled with of discussion and learnings but the main takeaways from the day centered around the ingredients that make up a high-performing team culture and great leadership for all demographics.

Trust and leadership

Arguably the most important lesson that Kate left us with was about the gravity and significance of trust and how it could easily collapse. Kate gave the example of taking a penalty to win a match. If a player has a full sense of psychological safety and can trust 100% that they will be supported whatever the result and not blamed or criticised for error, then the chances of failure are reduced. What makes this concept even more powerful is that it rings true for everyone regardless of their demographic. The challenge here for leaders is how to foster that trust.

As a leader it is also crucial to be fully aware of the impact that you can and will have on others. Leading with empathy is so important and encouraging open communication and constructive feedback in all directions will also contribute significantly to the overall trust that is felt.

Is there more you could be doing as a leader to cultivate and nurture trust-based relationships with and amongst your team members? For the Hockey team that Kate captained, trust-building exercises were essential for team cohesion.

Cultural transformation

Moving onto the topic of culture, Kate pointed out that:

“Your culture is defined by the worst behaviour tolerated in yourselves and others.”

This is a hard truth to face, and some may disagree with this statement, but it is worth reflecting on. If there is toxic behaviour or poor performance in your organisation, the only way it can be improved upon is by addressing it head on.

So how can positive behaviours be encouraged that will align all team members?

1. Create a mission statement, values and goals
2. Define detailed behaviours and standards for success
3. Encourage team members to align the vision to their personal motivations. This is particularly important, especially when the team is made up of different generations, with different values and beliefs
4. Make your values tangible by incorporating them into daily interactions
5. Leverage diversity – recognise and utilise the different strengths within a team – everyone has something to contribute
6. Take time to integrate new team members into the existing culture

Motivation across age groups

Consider adapting jobs to the motivations and needs of employees. This is particularly pertinent for those in the later stages of their careers who may experience a natural dip in both energy and motivation. By rethinking how we structure roles for late-career professionals, we can create an environment that values their contributions while acknowledging their evolving relationship with work.

The session concluded with a roundtable discussion focusing on the following questions:

• What challenges and opportunities are you experiencing from having four generations in the workforce?
• Are you noticing a technology gap between generations? If so, is there anything you’re implementing to bridge this gap?
• Has your organisation started to think about how to cultivate inclusive leaders who can effectively manage and motivate multi-generational teams?
• How are companies planning to meet demand for more transparency from younger generations coming into the workforce?

After much animated discussion around the room, the main points that were shared were:

• There can be huge disparity between what younger generations and older generations expect work to look like. The first step in overcoming potential challenges caused by this is to talk to all employees to fully understand their needs and requirements and what matters to them. Dr Ailish McLaughlin shared the importance of leading with data instead of opinion and assumptions when it comes to selecting company benefits.
• We often see younger professionals managing older team members. This dynamic can feel uncomfortable at first for some. It's crucial that organisations provide these young leaders with the right tools and support to navigate these relationships effectively.
• The importance of maintaining transparency with employees as companies scale
• Communication is key and businesses should take time to consider:
  • Tone and format
  • How they can adapt communication depending on preferences
  • If and when there is a need for training

Our exclusive Roundtable Events

We love providing an informal, fun and engaging place for our community to meet up, discuss their challenges, network and to foster new ideas through thought-provoking conversations. If you’re a Senior HR or Talent leader and would like to register your interest for future events, please click here.