Leadership2 min read
Age diversity concerns every one of us. Every team has its ages – and with them, experience, expectations and stereotypes. Age is also one of the most frequently overlooked grounds for discrimination at work. According to a Eurobarometer survey, almost one in two employees in the EU has experienced age discrimination – in recruitment, in promotion or in access to development.
Intergenerational teams: an opportunity and a necessity for the future of business
We are ageing – and the workforce is shrinking
Europe’s population is ageing. There are fewer young job seekers, while people over 50 often look for work in vain. OECD data show that job seekers over 55 take on average 20–30% longer to find work than younger candidates.
Yet as many as five different generations are now active in the labour market. Few companies, however, have a concrete plan for working with that diversity. Age diversity is a fact – the question is whether it will also be a genuine advantage.
Key questions for every employer
Who will be working for us in five years’ time?
Do we have a strategy for managing age diversity?
Are we focused only on young talent, or on retaining experienced employees too?
Will we involve different generations in HR, development and company culture?
Can our managers lead teams of mixed ages?
Age diversity: an opportunity or a necessity?
Canadian Prime Minister Jean Trudeau said that “diversity is a fact, inclusion is a choice”. Today, though, it is no longer a choice – it is a necessity. Companies that want to stay competitive must create an environment with room for everyone, younger and older alike.
What works in practice?
1. Intergenerational mentoring (reverse mentoring included)
Learning from one another across generations builds respect and passes on know-how.
2. Project teams of mixed ages
Experience and a fresh perspective produce more innovative solutions.
3. Employer branding for every generation
Show the diversity of your people in company communications – not just “young, dynamic teams”.
4. Equal opportunities for development
Supporting long-serving employees matters just as much as onboarding young ones.
Not just policy, but everyday practice
Writing “we respect everyone” into the company values is not enough. What matters is to:
measure and manage the age structure,
ensure equal access to benefits and opportunities,
recognise employees’ differing needs.
An age-inclusive culture strengthens loyalty, reduces staff turnover and fosters innovation. Young people want to work where people of every generation are respected. And older employees need to know they have a future.
Intergenerational DEI pays off
Including different generations is not only a matter of values – it is also a matter of business. Companies that build on age diversity have a larger talent pool, more effective recruitment and a stronger company culture.
And, importantly, different generations can learn from one another. If we choose curiosity and openness over prejudice, we build teams that enrich each other.
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