Many countries are welcoming a new wave of employees who are starting their careers. It’s also a great time to consider whether your HR department is designed to integrate new talent with established employees and support multigenerational workers.
Benefits of having a multigenerational workforce
Bring together people of different ages to create a workplace that is rich in diversity, depth and breadth.
DHL has a diverse workforce of nearly 600,000. This includes employees from five different generations. We don’t think of multigenerational teams as a problem to be solved, but rather as an opportunity to grow.
The way that a business operates is enriched by retaining and recruiting employees of different generations. While it is important to avoid stereotypes, the positive differences between generations should be acknowledged. Digitally native employees are often more comfortable and adept at using technology. They are also more adaptable to innovations. Mature employees have extensive knowledge and experience with traditional manual methods. The two groups can work together to create a powerful blend. Each group can learn from the strengths and knowledge of the other.
Your workforce should reflect the demographics of your clients and customers. This will empower your organisation to better adapt to changing demographics and meet the diverse needs of a wider range of customers.
Finding common ground
Employees of different generations may not see much in common. It is our responsibility to help them see the advantages of age diversity, and to recognize that they have more in common than differences.
DHL holds regular team events to help our employees learn more about each other’s perspectives. It is important to ask our experienced managers to mentor our new graduates. This gives both parties the chance to learn more about each other’s perspectives.
The benefits of nurturing these relationships extend beyond the immediate collaboration in the workplace. These exercises have resulted into the younger generation having a more open dialogue with older employees about topics like mental illness, which has been extremely beneficial.
We’ve found that older employees are excited to see their job roles change with new digital technologies. We have found that older workers are motivated to learn new skills when their job role changes. It is important to remove unconscious bias from recruitment and management. Limited thinking can limit opportunities for both people and businesses.
Catering for different needs
Every life stage has different lifestyle requirements and responsibilities beyond work. Under 30s tend to value the social aspect of work, and many of my young talent have told me how important it is to make friends with their colleagues. Older employees are more likely to be preoccupied with personal matters outside of the workplace, which may limit their ability to socialise outside of working hours. Managers and HR departments who manage expectations thoughtfully can create a supportive and inclusive workplace that fosters company culture, without alienating anyone.
Flexibility is a powerful tool
Flexibility is a key element in any discussion of multigenerational issues. This has become a defining issue of the modern workplace. One size doesn’t fit all in the world of human resources. The logistics industry has a large operational workforce, including drivers and warehouse workers, who are not able to work from home but may require flexibility in another form. The traditional shift pattern is more appealing to older workers, who enjoy the regularity and predictability of their work schedules. Middle-aged parents, however, may need a different shift pattern to be able to pick up children from school. It depends on the individual’s perceptions and circumstances to determine what is the best balance. Managers must be creative to find a balance between catering to the needs of different generations and still working to benefit the business.
DHL is a great example of a company that has a diverse and rich workforce.
