Our latest Collective Change Initiative (CCI) has focused on supporting organisations to create thriving multigenerational workforces. Bringing together a diverse group of cross-sector leaders from 16 organisations and their allies from a different generation. To enrich this collaborative effort, we invited experts in the field to one of our workshops to provoke thinking and inspire action.

In June, we hosted an in-person workshop at St Lukes Community Centre, London. Where experts, each doing incredible work in different aspects of multigenerational workforces - shared their insights with CCI participants. Unpacking their unique approaches and challenging conventional thinking about this important topic, they also coached participants around their challenge ideas and provided practical advice on the next steps to take.

Below, we’ve distilled a key takeaway from each expert to shine a light on areas you might not be thinking about around multi-generational workforces:

Aisha Lysejko 

Head of Service Delivery & ​ Employer Engagement, The Brokerage

Key Takeaway:

Young people are moving away from viewing the career ladder as the sole path to progress.

Organisations that offer rotational learning opportunities, allowing employees to explore different areas of the business in what Aisha calls the ‘career playground’, can foster longer employee tenure.  

Sarah Taylor Phillips

Founder, Career Voyage 

Key Takeaway:

There is a need to shift mindsets around integrating older workers into the workforce by implementing fluid work structures, using job sharing to attract and retain them, and offering phased retirements to enable flexible employment.

Sarah has coined the brilliant phrase ‘Intergenerational Alchemy’, advocating for increased interactions between young and older people.

Kian Bakhtiari

Founder, The People

Key Takeaway:

The workplace demands and values of Generation Z include seeking value alignment, flexibility, meaningful work, and work-life boundaries. They are more likely to vocalise their needs and often research company values via social media.

Kian also highlighted the importance of involving young voices in decision-making, and a great way to do this is through creating Youth Advisory Boards. 

Claire Smith

Strategy Director, We Are Futures

Key Takeaway:

The importance of reverse mentoring, Claire highlighted that the use of targeted mentoring topics fosters effective and comfortable engagement across generations.

Another way to address cross-generational team dynamics and expectations is using tools like "My Operating Manual", to personalise communication and ways of working between colleagues. 

Emily Abbott & Charlotte Miller

Co-Founders, Intergenerational England 

Key Takeaway:

There is huge value in intergenerational teams, evidence shows diverse age groups drive innovation and progress.

Organisations should design work processes that foster interactions across generations, enhancing personal/professional development and leveraging diverse strengths and perspectives. 

Luke Price

Senior Research and Policy Manager, Centre for Ageing Better ​ 

Key Takeaway:

Luke encourages employers to take The Age-Friendly Employer Pledge, a programme which already has over 400 organisations committed to improve work for employees in their 50s and 60s. 

As one-third of the workforce is over 50 and more over-65s are re-enter post-pandemic, the pledge addresses challenges through action in five key areas to support their success in a multigenerational workforce. 

Erica Sosna

Founder and CEO, Career Matters

Key Takeaway:

Employers should prioritise personalisation and agility in career design by empowering employees to explore their strengths, passions, and goals through meaningful career conversations and tools like The Career Equation.

By co-designing career paths and offering structured programmes, organisations can adapt to evolving aspirations and workplace trends effectively. 

Sam Atwell

Policy and Research Manager,  The Health Foundation 

Key Takeaway:

Mental health issues, especially depression and anxiety, have risen across all age groups, with young people and those with lower qualifications and salaries most affected, highlighting the link between economic pressures and mental health.

Training line managers is a key intervention, as effective management and empowering employees can significantly improve mental health and job satisfaction. 

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