Navigating the intricate landscape of a multi-generational workforce is a contemporary challenge that organisations grapple with daily. Recently, an online session titled ‘Overcoming Generational Differences at the Workplace: Let’s Talk About Age’, organised by Global DEI Alliance (GDEIA) by The Times Group, delved into this complex issue, shedding light on the unique experiences, values and goals that distinguish Baby Boomers, Generation X, millennials and Generation Z in today’s workplaces. The session aimed to address the difficulties that arise in managing such diverse cohorts, presenting it as an exclusive organisational challenge. The panel featured insights from notable figures in the field, including Vineeta Mittal, Director – People & Culture at Grant Thornton Bharat LLP; Munira Dhabiya, Lead – Diversity, Equity and Inclusion at Aditya Birla Group; and Suraj Chettri, Head of Human Resources at Airbus India. Among the distinguished attendees were members of the GDEIA and various industry and business leaders. The discussion brought together a wealth of expertise to explore strategies to foster harmony and productivity across generations in the modern workplace.
Generational gap: Fact or fiction?
In the contemporary world, the coexistence of distinct generations has sparked a dialogue on whether generational differences are a tangible reality or merely a myth. Dhabiya said, “Currently, there are four generations at the workplace while we are living with five. This number is only going to increase, simply because life expectancy is going to increase. This translates to more generational differences. Managing this will definitely intensify as we move ahead.” The notion that understanding the likes, fears and strengths of each generation provides only clues about their characteristics, not absolutes, underscores the complexity of this phenomenon. She emphasised that being agile, adaptable and adopting a future-centric approach is crucial. Grant Thornton Bharat LLP, as a case in point, has witnessed remarkable success through practices like idea-sharing between generations. The organisation has also thrived by maintaining multi-generational workgroups as a proactive strategy to harness the strengths of each generation in a collaborative manner.
Generational difference, as Suraj Chettri highlighted, extends beyond mere age, encompassing values and experiences. Recognising this broader perspective is pivotal for understanding and respecting each generation’s unique contributions, fostering a more inclusive workplace. Chettri further added, “The generational differences do exist and manifest themselves through various ways like communication barriers, conflicting workstyles, stereotypes and misconceptions, mis-collaboration, knowledge transfers, and more.” These challenges, he noted, emphasise the need for proactive strategies in managing generational dynamics within the workplace. Mittal, in acknowledgement of the same, reminded the audience of the debate that was sparked by Narayan Murthy’s recent comment on the 70-hour work week.
Fostering cross-generational collaboration: A two-way mentorship approach
Effectively managing a multi-generational workforce requires unlocking the potential inherent in cross-generational collaboration, and mentorship emerges as a powerful tool for achieving this synergy. Vineeta Mittal underscored the importance of a two-way mentorship dynamic, stating, “Reverse mentoring is just as important as mentorship. While the older generation brings knowledge and experience to the table, the younger generation brings new perspectives and technological adaptability. So a two-way channel benefits all parties.” This approach not only harnesses the strengths of both older and younger stakeholders but also facilitates a robust exchange of knowledge and insights. Chettri, however, injected a note of caution into the discourse, suggesting that generational categorisation may inherently introduce biases and clash with the principles of meritocracy. In his comparison, he quips, “It’s almost like socialism vs capitalism,” highlighting the divergent thinking processes of older and younger individuals and emphasising the need for nuanced approaches to bridge the generational gap in the workplace.
Empowering leadership for inclusivity: Shattering walls and biases
Breaking down walls and biases within the workplace demands a conscious effort from leaders, as Chettri said, “Leaders need to be more cognisant and get over their unconscious biases.” Recognising the diverse nature of today’s workforce, Chettri advocated for a nuanced leadership approach, acknowledging that there is no one-size-fits-all strategy. Leaders, he asserted, should concentrate on constructing an inclusive workplace that fosters open dialogue, employs multi-channel communication strategies, encourages cross-generational collaboration, implements flexible work policies, promotes knowledge sharing, and celebrates differences through events and appreciation. Chettri said, “Only when a leader sees the value in such events and activities, will get addicted to this ecosystem,” underlining the pivotal role of leadership commitment in establishing and sustaining an inclusive organisational culture.
This generation of managers, who are leading the younger workforce while answering to the older workforce, need to be trained and sensitised, said Mittal. “They need to be more sensitive to the younger generation’s need for remote work while also understanding how they might have to stretch themselves if their own managers ask for a few extra hours,” she said.
In conclusion, the intricate tapestry of generational dynamics becomes even more complex when intertwined with factors such as gender. Mittal’s insight into the often-overlooked talent pool of women experiencing menopausal changes is the perfect example of why there is a necessity of recognising and addressing these nuanced intersections. The workplace is a mosaic of differences, encompassing generation, gender, location and more. Embracing the diversity born from the intersectionality of generational and gender differences fosters a more comprehensive understanding of the workforce, promoting an environment where every individual’s unique experiences and contributions are valued and celebrated.
