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1Fix the driver behind crashes, sound loss and screen glitches2Repair Windows errors before they cause bigger problems3Scan for outdated or missing drivers - takes under a minuteEngage a multigenerational workforce by making opportunity, support and learning accessible to people of every age and career stage. Avoid assuming that generation predicts how someone communicates, learns or wants to work: ask employees about their needs, remove barriers in workplace systems, and create purposeful ways for colleagues to learn together.
Why generation is a poor substitute for asking employees
Age and career stage can be relevant context, but they are not reliable shortcuts for understanding an individual. An INSEAD summary of a systematic review of 50 empirical studies across six themes describes the evidence on generational differences at work as contradictory and unclear. Avoid claims that a generation uniformly prefers a particular communication style, resists a technology or has a specific career goal. Ask about the person’s skills, goals and circumstances instead. INSEAD’s review summary and OECD guidance on age-inclusive workplaces both support approaches that consider employees across ages and career stages.
This means the goal is not to create separate rules for each generation. As Stefano Scarpetta, OECD Director of Employment, Labour and Social Affairs, put it in the OECD’s 2020 report: “Ultimately, workplace policies and practices cannot be implemented in isolation for specific groups at specific times in their careers – it is not about targeting one age group at the perceived expense of another.”
Where to start: identify barriers in workplace systems
Look for unequal access and avoidable friction in the systems employees encounter, rather than beginning with assumptions about their attitudes. Review the full employee experience, from recruitment through development and retention.
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- Hiring: Check job descriptions, selection criteria and recruitment processes for age-related assumptions or unnecessary barriers.
- Development and mobility: Compare access to training, promotion, internal moves, succession opportunities and stretch assignments.
- Work design: Review roles, working time, safety and access to reasonable adjustments so people with different needs can contribute.
- Retention and return: Examine turnover, sickness absence and practices around retirement or returning to work for patterns that warrant investigation.
- Engagement: Use employee feedback to understand whether people feel respected, included and able to develop.
The OECD’s employer action plan recommends examining workforce age composition and trends alongside measures such as turnover, sickness absence, training days, age-inclusive recruitment, succession and engagement. These indicators can help locate a barrier; they should not be used to label an age group or assume why a pattern exists.
Equip managers to make inclusion real
Policies matter, but managers shape day-to-day work allocation, communication, conflict resolution and development. Give managers clear responsibility for inclusive practice and the time and support to carry it out. Practical expectations can include distributing meaningful assignments fairly, discussing career goals with every employee, addressing disrespect promptly and considering reasonable adjustments when circumstances change.
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Manager support should be part of long-term workforce planning, not a one-off awareness exercise. The Lancaster University Work Foundation’s 2024 briefing emphasizes manager support and inclusive practices. It reports that 21% of employers had line-management training specifically for multigenerational workplaces; the briefing excerpt does not provide enough survey-method detail to treat that figure as representative of all employers. Training can help managers, but awareness alone does not ensure fair access or remove biased practices.
Make learning part of ordinary work
Start with the skills a role requires, the organization’s priorities and each employee’s current abilities and goals. Then choose learning activities that solve a real need and are accessible to people across job types, schedules and locations. The OECD’s guidance on maintaining and developing skills in a multigenerational workforce recommends involving employees in training decisions and evaluating learning objectives and work performance.
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- Mentoring or reverse mentoring: Set a clear learning objective for both participants where possible. Avoid assuming that knowledge or expertise flows in only one direction because of age.
- Job shadowing: Let colleagues observe a task or role to share practical knowledge and understand how work connects across the organization.
- Job rotation: Use time-limited assignments to build skills and spread knowledge where the work permits it.
- Mixed-team learning: Give a team a shared problem to solve, with structured opportunities for each member to contribute and reflect on what they learned.
When choosing an intervention, check who can participate—including part-time and temporary workers—whether the exchange is reciprocal, how much manager time it requires, and whether it works across locations and schedules. Evaluate whether the stated learning goals were met and whether relevant work performance changed. OECD cautions that few studies isolate training’s effect on firm profitability or competitiveness, so do not promise a particular financial return from a workshop or mentoring scheme.
Design cross-age collaboration with a purpose
Putting people of different ages on the same team does not, by itself, ensure understanding or reduce age bias. Create contact around meaningful shared work: define a common goal, make participation substantive for everyone and provide a supportive environment for discussion. For example, a project team might document a process that depends on hard-to-find expertise, with members jointly testing and improving the documentation rather than assigning the work according to age.
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The World Health Organization identifies intergenerational contact, policy and law, and education as strategies with evidence for addressing ageism. Its 2023 guide to planning and implementing intergenerational contact can help organizations design such activities. The point is to plan contact deliberately, not to treat demographic mix as a guaranteed intervention.
Independent reader supportYour contribution helps us test, update, and keep practical guides available for everyone.Support changing circumstances and different needs
Employees may need different forms of support at different points in life and work. Review working time, job demands, workplace safety and adjustments with individual circumstances in mind. Flexibility or adjustments should not be framed as perks for a particular generation: they can help people contribute effectively across ages and situations.
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The OECD recommends individualized support and attention to holistic well-being. The Lancaster Work Foundation briefing also highlights ill-health, inclusive policies and job design that considers workers’ physical and cognitive capabilities. Apply these principles to the role and the person, rather than assuming what someone can or cannot do based on age.
Measure access and outcomes, not just activity
Count participation, but also check whether employees can access opportunities fairly and whether the intended results follow. A practical review can combine workforce measures with feedback from employees and managers.
- Who is hired, trained, promoted and considered for internal moves?
- Who participates in mentoring, shadowing or other shared-learning activities, and who is excluded by scheduling, location or job status?
- Do employees report that they are respected, supported and able to develop?
- Did the activity meet its learning objectives, and did relevant work practices or performance change?
- Are turnover, absence or engagement patterns changing, and what further evidence is needed to understand why?
Use results to adjust policies and programs. Do not claim a causal productivity or profit gain unless your organization’s evaluation supports that conclusion. The OECD’s 2020 report found that a firm whose share of workers aged 50 and over was 10% higher than average was associated with 1.1% greater productivity in its analysis. That is a reported association in a particular analysis, not a guarantee that changing workforce age composition will produce a fixed productivity gain. The same caution applies to survey findings: the Lancaster briefing reported that 45% of senior business leaders considered clear communication and transparency important to a positive multigenerational work culture, but that 2024 figure should not be presented as current prevalence across employers.
Quick Recap
A practical sequence for putting the approach into action
- Listen and diagnose: Gather employee feedback and review hiring, training, mobility, work design, retention and engagement for barriers.
- Choose a specific problem: Identify an unequal opportunity or skill need rather than starting with a broad claim about a generation.
- Design an accessible response: Set a shared objective, decide who needs to participate, and account for work schedules, locations and manager capacity.
- Support managers: Clarify their role in fair work allocation, respectful communication, development and adjustments.
- Evaluate and adapt: Check participation, learning and relevant workplace outcomes; revise the approach based on evidence and employee feedback.
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