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Bridging the generational gap at work
7 min read | Jessica Bellis | Article | Corporate social responsibility | DE&I
Generational disconnect – or the failure to understand and appreciate what makes age groups different – stems from a discrepancy in perspective that can be hard to overcome. This issue is certainly not new, but for the first time in history, we have a global workforce that’s populated by five different generations, often resulting in an ‘us vs them’ mentality that has the potential to be monumentally detrimental to business success.
In order to harness the diversity of ideas and experiences that exist in a multi-generational workforce, organisations must not only improve their understanding of the differences between age groups, but find a way of fostering a common identity and understanding.
To trust and gravitate towards what we’re familiar with is a part of human nature, and it is the responsibility of organisational leaders to invest time into improving their employees’ understanding of one another’s point of view. The common knowledge this investment creates forms the cornerstone of successful collaboration; it provides everyone with a frame of reference that helps them interpret situations effectively, leading to better decision making.
Resources like our 2025 Employment Trends – Spring Update survey provide recommendations for employers on their talent management strategies. These include how to make the most of intergenerational working:
Age diversity is a wonderful thing, but to make the most of it, you need to first understand the differences and similarities that exist. For example, according to our research, different age groups prioritise different things when it comes to whether they plan on staying with their current employer. For professionals below the age of 30 who are considering changing jobs, their salary and benefits package is the most common reason why, with 44% citing this as a key factor. But the over 50s paint a different picture, with a perceived lack of future opportunities coming in at the top spot for this age group, cited by 29%.
Engaging in open conversations with staff regarding what they value in their job can help you to understand their expectations from you as an employer – specifically, what makes an inclusive and healthy working environment. Different generations are likely to have different ideas around what this constitutes, so it’s important to acknowledge these. You could also consider conducting focus group discussions where employees can provide feedback about their experiences.
Whilst younger cohorts are typically thought to be more passionate about social justice and the idea of ‘doing good’ in a role, according to our research, purpose has come to be an important consideration across all age groups when it comes to assessing a new opportunity.
Helping different generations to understand where they align, as well as where they differ, will help organisations to foster a more dynamic, cohesive culture amongst their teams. Consider putting people in mixed-generation groups for a broader discussion about purpose, and what it means to them both personally and professionally. The likelihood is that there will be a high degree of commonality, helping employees to not only understand each other better, but giving them a platform to collaboratively find innovative ways of garnering more meaning from their work.
Continuous learning and upskilling, particularly in digital skills, are critical to an individual’s success at work, wherever they are in their career. The rapid rise of AI and increased adoption across the world of work mean that it’s now advantageous for employers to be upskilling their workers in this technology. But it’s important to bear in mind that some employees may feel more confident than others regarding their current capabilities.
Our research finds that age plays a role in confidence-levels, with 55% of under 30s believing they currently have access to at least some of the right skills to enable them to make the best use of AI tools and technology, but this drops to just 39% for over 50s. It’s important to offer training that caters to a variety of skill levels, whether that be simple training to cover the absolute basics or offering more indeterminate course options to those with existing capabilities. It’s also a good idea to pre-empt people’s invariably different learning styles by providing a range of upskilling opportunities, from more traditional training courses to online bitesize modules. Offering mentoring programmes that cater to different generations – including reverse mentoring – will also help communicate to your workforce how highly you value continuous, lifelong learning.
A sense of psychological safety is key to maintaining team performance and reducing turnover at any organisation, but when bringing people from different generations together it becomes especially critical. The assurance of effective mediation and respectful debate is needed if generational differences are to be used as opportunities for collective learning.
If employee contributions are dismissed as being either archaic or inexpert, trust is more likely to ebb. By creating team environments that are psychologically safe, leaders can facilitate space for both broader perspectives and nonconformist positions, igniting innovation and reducing the potential for homogeneity of ideas.
Having five generations in the workplace is a historic first – but it’s likely that many organisations are still implementing blanket rules when it comes to ways of working. Employers should be wary of this, as different age groups have different preferences and varying views on where they work most productively. Our Employment Trends – Spring Update survey uncovered that close to half of under 30s and over 50s believe they work most productively in the office/workplace (51% and 44% respectively), whereas a fewer proportion of those aged 30-39 or 40-49 said the same (41% and 38% respectively).
It's worth observing how each generation works best and considering what your organisation can offer them to ensure the highest levels of productivity. Remember that equity and inclusion is paramount and whilst there might not be a perfect answer – there are solutions.
To find out more about the talent management trends impacting your industry, access our latest 2025 Employment Trends - Spring Update survey today.
Jessica Bellis, Senior Manager, Executive HR, Hays
From a young age, I’ve often been described as having an “old head on young shoulders.” My curiosity about how businesses operate began at the dining room table and has only grown stronger over the years.
I’ve had the privilege of witnessing Hays evolve over the past 12 years - observing a dynamic blend of tenure, experience and personality across the workforce. What has always stood out to me is how Hays consistently hires people who align with our core values - especially “do the right thing” and “one Hays.” These aren’t just slogans; they’re principles that shape our culture.
I joined Hays at 18, straight out of college, choosing to forgo university. Instead, I immersed myself in the real-world learning environment of Hays, gaining invaluable skills from colleagues with over 25 years of experience. I often joke that I graduated from the “University of Hays” - and it’s true.
Now, as someone who’s had the opportunity to lead teams of all ages and backgrounds, I’ve come to appreciate that learning is a two-way street. Even those just starting their careers continue to teach me something new every day.
