From baby boomers to Gen Z – the best practices for generational inclusivity

Telegraph

04-02-2025

In recent decades, our workforces have become more diverse than ever. For the first time in history, there are five generations in today's workplace, spanning workers born in the 1940s to those born in the 2000s.
Few are more well-versed with this challenge than Lucy Bisset, director of Robert Walters North West UK, one of the world's leading specialist professional recruitment consultancies. In her 10-plus years working with the organisation – which recruits across fields including finance, banking, legal and sales – she's seen first-hand how crucial it is to engage employees of different ages and backgrounds.
'Diversity of experience drives innovative ideas,' she says, 'Trying to create a culture of mutual respect to help harmonise the workforce is really something that's key.'
Managing a workforce that has both 17-year-olds and 70-year-olds is one of the major challenges for businesses today
Credit : Getty
The age divide
According to Bisset, there are a number of key differences between younger and older workers. Firstly, communication – younger professionals are digital natives, deferring to Slack and Teams, whereas senior employees are more likely to opt for traditional methods of communication such as face-to-face meetings and phone calls.
Another difference between younger and older generations of workers is the way they perceive authority. Bisset has noticed that while senior professionals are often more inclined to climb the ladder and conform to traditional structures of hierarchy and authority, younger workers may view their careers more holistically, seeking to become specialist in their field as opposed to managing people, and motivated by wellness, lifestyle and, perhaps most importantly as Bisset notes, 'the true art of being happy'.
'A lot of Gen Z have witnessed their parents or relatives or people in more senior roles historically getting burnt out,' she says, 'I think a lot of people look at that and then they say: 'That's not necessarily what I aspire to do. I want more of a work-life balance and I want happiness in my workplace'.'
Making it work
Managing a workforce that has both 17-year-olds and 70-year-olds can be a challenging endeavour. Empathetic leadership and emotional intelligence are essential in making it work. According to Bisset, this means effective people skills and a human-first approach to the workplace is crucial. 'It's key to understand from the top down what motivates and drives people, because incentives and career development opportunities will differ from different generations.'
Empathetic leadership and emotional intelligence are essential to managing a multigenerational workforce
Credit : Ben Quinton
After-work socials and team bonding activities often revolve around alcohol, but that is potentially becoming a thing of the past. Younger generations have been found to consume a third less wine and beer compared to previous generations, and often seek activities that are inclusive to all lifestyles and health needs.
With that in mind, Robert Walters held a wellness-themed 2025 kick-off day which included gratitude journals, a motivational session held by an expert coach, yoga classes and sound baths. Reflecting on the wellness day, Bisset views it as a key way to foster inclusivity across age groups: 'You can appeal to different generations while trying to kind of include everybody.'
Blending ideas for business success
When managers are able to engage their entire workforce, endless opportunities for collaboration and innovation open up. 'Each generation will bring something different,' Bisset says. 'The blend of ideas and experience should really benefit businesses going forward.'
MHR, a leading HR, payroll and finance software provider, has firsthand experience of how the power of a multigenerational workforce can be harnessed to bolster an organisation's longevity, innovation and success. Its fully integrated People First platform enables leaders to understand employee sentiment, employees to engage in training and upskilling, and the organisation as a whole to cater to individual needs across the five generations.
Embracing the skills of different age groups is key to driving workplace success now and in the future
Credit : Getty
Bisset suggests introducing a peer mentorship program, which can help both younger and older generations as workers, and drive organisational success. While junior employees might benefit from having a coach, mentees can be a 'sounding board' and 'a source of new ideas, especially from a technological perspective'.
'By nurturing talent across different age groups, you can future-proof your organisation – you have a steady pipeline of future leaders and you are able to tap into the strengths of each generation,' Bisset says. 'It allows your organisation to grow and be agile.'
The way multigenerational workforces are navigated is becoming a key determinant of an organisation's future success – and there are myriad opportunities waiting for those who embrace the rich blend of age and experience.
'If we continue to embrace the lessons that each generation is able to offer – learning from those with experience as well as those with fresh ideas and perspectives – we will be well equipped to navigate the ever evolving future of work,' Bisset concludes.
Discover how MHR's People and Finance platforms can help connect your workforce and enhance knowledge sharing.