Rethinking dialogue between generations

In recent years, the population of over-50s has grown considerably, resulting in an increasingly heterogeneous company demographic.

Today, at least three generations live together in the same company and this often leads to misunderstandings, which negatively impact the working climate. There are many reasons for this: the usage of a different language, dissimilar working rhythms and personal needs. Often, attitudes and beliefs that tend to discredit senior workers.
In order to cope with this social conflict within companies, it has become necessary to integrate strategies of AGE MANAGEMENT, a branch of diversity management, a structure dedicated to enhancing the most active individuals in the company organization, regardless of their age.

The “active management” of the different generations, develops creativity and integration thanks to the valorization of reciprocal knowledge and experience, fostering balance and collaboration between seniors and juniors.

For this purpose, it is necessary to open a COMMUNICATION CHANNEL BETWEEN COMPANY AND COLLABORATORS belonging to different generations. This can be achieved through individual interviews and focus groups that promote listening, interpersonal collaboration and continuous exchange of information.

During working life, professional skills change (some are lost, others increase with experience), therefore CONTINUOUS TRAINING, UPSKILLING (development of own skills) and RESKILLING (development of different kinds of skills) are essential steps especially for senior workers to increase their “employability”.
An AGE MANAGEMENT strategy may include REACTIVE or PREVENTIVE activities. When the ageing of personnel causes an inconvenience for the company, due to obsolete skills or high costs, for example, we are talking about reactive actions. On the other hand, measures to promote training, leadership development, health protection and career transition are considered as preventive.
These initiatives are aimed at systematically managing AGE DIVERSITY, reorganizing the company structure through a concrete PERSONS VALORISATION.
An efficient AGE MANAGEMENT process requires the different generations to sit at the same table, creating a dialogue capable of enhancing the quality of human relations. All this has a positive impact on the company’s climate and its activities.

“Sometimes it is up to a generation to be great. You can be that great generation.
Nelson Mandela