The recent breakfast event took as its central theme the exploration of equality, diversity, and inclusivity within a multigenerational work setting. Opinion editor Jennifer O’Connell chaired this gathering. In it, Dr Catherine Elliot O’Dare, who is an assistant professor in the field of social policy at Trinity College Dublin, reflected on her personal occurrence of forming relations with diverse age groups when she returned to higher education as a mature learner. O’Dare posited the theory that this “intergenerational interaction” was fundamental to her positive educational journey, which she believes all workplaces can benefit from. She stated age isn’t an accurate determinant for identifying a valuable colleague or friend.
Gillian Harford, chief executive of the 30% Club Ireland, drew attention to the fact that archaic marriage laws forced many women from their jobs at an early age. This resulted in a relatively recent emergence of a genuinely multigenerational workforce across different genders. Harford acknowledged that despite its achievement, it comes with its own complications.
Harford told the assembly that countless women feel compelled to assume a superwoman role attempting to achieve everything concurrently and in the same manner as their mothers and grandmothers did before them. O’Connell stated that recent reports suggested younger workers, like Gen Z, opting for noise-cancelling earphones throughout their working day, causing frustration among their colleagues from different age demographics.
However, attractive as it may be to pigeonhole workers based on their age bracket, all the speakers warned against such practice. O’Dare noted that while it may be convenient, generational labels overlook the diversity in terms of gender, ethnic background and socio-economic differences prevalent within each group.
All panellists emphasised the importance of maintaining a respectful balance within a multigenerational work environment, ultimately leading to an increase in productivity, fostering innovation, and creating a conducive work environment that aids in talent acquisition and retention. They discussed the widespread yet subliminal presence of ageism within the workplace, with O’Connell stating it is one of the last prejudices that society needs to address. O’Dare voiced her agreement, expressing how the covert nature of ageism has normalised it to such an extent that it insidiously passes unnoticed as discrimination. She further highlighted the destructiveness of ageism within the workplace.
Contemporary business culture has evolved beyond the notion that one needs to have spent considerable time in a company to contribute pioneering insights,” stated Harford. Today, to truly leverage change and innovation, organisations must make room for diverse viewpoints. Prior norms of uniform treatment across all age groups, once referred to as ‘sheep dip’ training, are currently being replaced with more individually tailored systems. These systems value the unique work styles of different generations and propose policies reflecting holistic lifetime experiences.
Harford pointed out that career paths have shifted significantly from what they once were. Previously, one would progressively ascend the career ladder only to face abrupt retirement. Now, the trajectory has changed drastically due to increased life spans. Harford, currently in what she described as her “encore career”, is working with the 30% Club following a tenure of four decades in AIB’s senior leadership.
Both panel members concurred on the significance of mentorship, be it official or casual, in assisting employees to explore their individual career routes. ‘Reverse mentoring’, that involves a younger individual guiding a top executive, has also witnessed notable success.
Harford further highlighted the importance of resisting self-alteration merely to survive. Instead, make adjustments that focus on thriving and never shy away from expressing oneself.
In a subsequent discussion, an experiential account was shared on managing multigenerational teams and instituting policies that foster inclusive workplaces. Included in the conversation alongside O’Connell was Gerry Joanes, HR leadership at Diageo Ireland. Joanes highlighted the importance of the company’s high retention rates, which she characterised as a “sticky organisation”. Coaching has been integral to fostering her career progression, invigorating her own distinct edge in the business.
Also joining the panel, Denise White Hughes, HR operations head at Lidl Ireland, delineated the organisation’s innovative policies addressing a wide range of contemporary life aspects, including fertility leave and menopausal supports. Emphasising the power of role modelling in promoting trust and transparency around sensitive issues, Hughes candidly spoke about her personal miscarriage experience, while a senior manager enlightened the team about the implications of menopause.
The significance of upper management leading by example in taking leave is key, as we endeavour to normalise this practice,” she explained. Nevertheless, men are still less likely to capitalise on these benefits. “This is an area we must further develop.”
Joanes concurred, adding that although it may be a struggle for individuals to disclose what they are experiencing, these policies are essential for keeping “competency and insight” intact within the company. “To create an inclusive team environment, it’s necessary to understand that people are navigating distinct events at diverse stages of their lives.”
Workers of a particular age group might necessitate adaptability concerning issues such as childcare or caretaking of elderly relatives, and the emergence of hybrid working has been fundamental towards this. Joanes, whose team consists of individuals ranging between the ages of 20 and 70, highlighted that numerous employees still opt for the office environment, valuing the camaraderie of working collectively. “The vibe in our office is vibrant,” she added, “The social nature of our workspace is attractive to them.”
The policies form a solid framework, but the crux lies in the culture, referenced White Hughes, reiterating the comments from the preceding panel. Moreover, these conducive policies for staff across all age demographics are simply logical from a business perspective. “What ultimately holds importance is the ability for someone to safely and freely discuss their concerns with their manager. The numbers will eventually demonstrate how it bolsters performance.”