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New study shows companies benefit from a multigenerational workforce, but reveals a gap between voice and action in supporting workers
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New study shows companies benefit from a multigenerational workforce, but reveals a gap between voice and action in supporting workers


A diverse group of employees gather around a table and look at a document together
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Almost three-quarters of senior business leaders in the UK (73%) now have multi-generational employees as the population ages and working lives lengthen, a new report shows.

An analysis by the Work Foundation at Lancaster University in collaboration with the International Alliance for Responsible Drinking (IARD) found that for the first time in history, four generations are represented in the workplace: workers born in the 1950s and 1960s now work side by side with people born in 2000.

Researchers say this creates new opportunities for both employers and employees.

In a new survey by Survation of more than 1,000 senior UK business leaders conducted in May 2024, over half of employers (51%) said their company employs more than one generation, and seven in 10 senior business leaders in the UK agree that their company benefits from the diverse perspectives of a multigenerational workforce, with those with a multigenerational workforce most likely to agree that there are benefits (83% vs. 62%).

Millennials (late 20s to mid 40s) are the most represented generation in the workplace today.

Three in five employers (61%) agree that there are significant differences in work culture preferences between employees of different generations, with over a third (39%) saying that a multigenerational workforce creates difficulties in communication and collaboration.

However, there is a growing consensus that this point may be overstated and that the focus should instead be on the similarities and advantages that unite the different generations.

Ben Harrison, Director of the Work Foundation at Lancaster University, said: For the first time in history, four generations are now together in the workplace: those born in the 1960s and 1970s work side by side with those born in the 2000s.

“Our study shows that employers recognize the benefits of an increasingly multigenerational workforce, but many of them fail to implement age-appropriate policies and support mechanisms to foster an inclusive and productive workplace culture.

“In particular, relatively few have introduced policies on issues such as menopause support or guidelines on alcohol and socialising. Employers need to respond to new expectations that prioritise health and wellbeing by adopting longer-term workforce planning and implementing age-appropriate policies within their organisation.”

The new study also points out that there is a gap in employers’ say and scope for action when it comes to age-appropriate policies in the workplace.

A third of senior business leaders (31%) agree that emphasizing diversity and inclusion is important to creating a positive work culture for a multigenerational workforce. However, only 18% consider age in their equality, diversity and inclusion policies. Only 16% have policies to support menopause and just 13% have age-appropriate programs.

To deal with a multigenerational workforce, nearly half of business leaders (49%) agree that flexibility in working hours and locations is important for a positive work culture. However, only 32% of SMEs (less than 250 employees) offer training for remote/hybrid work (44% of large companies).

Almost half of managers (45%) agree that clear communication and transparency from leadership are important, but only 21% have training for line management specifically tailored to multigenerational workplaces.

As hybrid workplaces become more common, the study found that 34% of executives agree that face-to-face opportunities are important, but 81% have no guidelines for inclusive social events and only 21% have implemented a workplace alcohol policy on responsible consumption.

In the report, the Work Foundation makes the following recommendations to employers, among others:

  • Develop proactive and long-term strategies to support line managers and employees
  • Implement age-appropriate policies to leverage the benefits of a multigenerational workforce
  • Develop lifelong learning opportunities for all employees to support their professional growth
  • Rely on flexible working arrangements
  • Develop policies and procedures that promote inclusion, diversity and choice.

“Collaboration: Maximising the opportunities of a multigenerational workforce‘ is published in full on the Work Foundation website and available here:

https://www.lancaster.ac.uk/work-foundation/publications/working-together

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