Embracing age diversity in the modern workforce

Research suggests that by 2030, nearly one in four workers in developed economies will be aged 55 or older, underscoring the importance of adapting to an ageing workforce. This trend is not just about numbers; it's about creating an environment where all generations can thrive.

In today's workforce, a remarkable phenomenon is unfolding: four or more generations of employees are working together, each bringing unique perspectives and experiences. This shift is driven by increased life expectancy and the desire of many to continue contributing beyond traditional retirement ages.

EY says demographic and technology shifts are changing how we work, spend and communicate, and calls for a rethinking of generational dynamics and impact on growth.

The perils of homogeneity

We are always thought that an organisation needs to have a shared vision and one voice when it comes to how it engages both internally and externally. But while a homogeneous workforce might appeal to those seeking ease of communication and shared understanding, it may stifle creativity, innovation and better decision-making. As the Harvard Business Review article, Why Diverse Teams are Smarter, suggests diversity leads to improved and more accurate group thinking.

Studies suggests that diverse teams are more likely to constantly reexamine facts and remain objective. It encourages members to scrutinise each other’s actions, keeping joint cognitive resources sharp and vigilant.

The modern workforce is characterised by its age diversity, with Baby Boomers, Gen X, Millennials, Gen Z, and even Gen Alpha working side by side.

R.L. Fernando Garcia, DBA, head of Talent Development, Organisational Development, & DEI Strategy at Brittany Hotels and Leisure, says a multigenerational workforce is like a well-orchestrated hotel operation—diverse in roles, experiences, and perspectives, yet functioning together toward a common goal.

Understanding the multigenerational workforce

Within the hospitality industry, he describes the value proposition of the current multigenerational workforce:

• Baby Boomers (Born 1946-1964) serve as senior leaders or consultants, bringing years of institutional knowledge and a strong work ethic. They value stability, face-to-face interactions, and traditional hierarchies.

• Generation X (Born 1965-1980) form the backbone of mid-to-senior management, often bridging the gap between older and younger generations. They value work-life balance, efficiency, and independent problem-solving.

• Millennials (Born 1981-1996) are now stepping into leadership roles, they prioritise flexibility, purpose-driven work, and technology-driven solutions. They prefer a feedback-rich environment and thrive on collaboration.

• Generation Z (Born 1997-2012) entering the workforce are the digital natives bringing fresh ideas, adaptability, and a preference for short, clear communication. They expect inclusiveness, career growth, and work-life integration.

Challenges and opportunities

Reflecting on what a multigenerational workforce means to the industry, Fernando Garcia posits that if a hotel were staffed entirely by one generation: “It would be like a kitchen running with only one type of chef—limited in creativity, skillset, and problem-solving approaches.” He goes on to suggest that a well-balanced mix brings:

• Diverse perspectives & innovation: Younger employees introduce fresh digital ideas (e.g., AI-driven guest experiences), while experienced employees provide wisdom and crisis management expertise.
• Stronger mentorship & knowledge transfer: When properly structured, a multigenerational team fosters natural mentorship. I’ve seen Baby Boomers teach Millennials the art of guest engagement, while Gen Z trains senior leaders on social media marketing.
• Enhanced guest experience: Hospitality is about understanding a wide range of guests. A workforce with varied experiences, cultural knowledge, and perspectives can cater better to diverse clientele.

He recalls an earlier experience where while managing a pre-opening hotel the front office team was a mix of fresh graduates and industry veterans. “The younger ones quickly adapted to the digital check-in system, while the senior staff instinctively handled high-pressure guest situations. The synergy worked beautifully—our guest satisfaction scores soared,” he reminisces.

Like any seasoned professional, he acknowledges that each opportunity comes with its own set of challenges, and a multigenerational workforce is no exception.

Arguably this is one of the challenges not only of HR leaders but all functional leaders looking to create a harmonious and diverse workforce.

“The challenge? These groups view work, communication, and leadership very differently. The opportunity? When harnessed effectively, these differences create a dynamic, innovative workplace.” R.L. Fernando Garcia

Addressing the needs of a diverse workforce

Fernando Garcia's experience in the hospitality industry has taught him the value of understanding and addressing the diverse needs of employees. He emphasises the importance of creating a collaborative work environment focused on achieving outstanding results. This approach aligns with research findings that suggest organisations must cater to the unique needs of each generation, avoiding broad generalisations based on age.

For instance, Gen Z prioritises flexibility, work-life balance, and purpose-driven work, while older generations may seek flexibility and opportunities for mentorship. His work in developing effective talent acquisition, retention, and development strategies reflects this understanding. He notes the importance of building strong partnerships with stakeholders and facilitating positive employee relations to drive a high-performance culture.

He suggests that managing a multigenerational workforce in hospitality is like being a maître d’ at a fully booked restaurant—you must anticipate different needs and harmonise service styles. Common HR challenges include:

• Communication gaps: Boomers and Gen X may prefer in-person discussions, while Millennials and Gen Z expect quick Slack messages or WhatsApp updates. Miscommunication can easily happen.
• Workplace expectations & flexibility: Older generations may prefer structured work schedules, while younger employees seek remote or hybrid options—challenging in an industry that thrives on physical presence.
• Recognition & motivation differences: While Baby Boomers appreciate tenure-based rewards, younger generations prefer instant recognition, such as real-time feedback and gamified incentives.
• Stereotypes & misconceptions: Older employees may view younger colleagues as impatient, while younger employees may perceive older colleagues as resistant to change. Breaking these biases requires intentional leadership.

The role of technology and innovation

Technology plays a pivotal role in bridging the generational gap. Gen Z, being digital natives, expects seamless integration of technology at work, pushing companies to adopt advanced tools and automation. Fernando Garcia's experience in driving operational efficiency and innovation in the hospitality sector highlights the potential for technology to enhance employee engagement and productivity.

In his previous role as Complex Training and Development Director at Concetti Global, he implemented comprehensive training initiatives that resulted in a 30% increase in employee productivity and a 25% decrease in turnover2. This demonstrates how strategic use of technology and training can cater to diverse needs across generations.

Technology should be an enabler, not a divider, he opines. “In the hospitality industry, we’ve leveraged technology to bridge generational differences in the following ways:

• Hybrid learning & training: E-learning platforms (e.g., LinkedIn Learning, Coursera) cater to younger employees, while in-person workshops still engage older employees. Blended learning ensures everyone benefits.
• Digital collaboration tools: Workplace communication apps like Microsoft Teams or Slack create structured but flexible spaces for discussions, keeping messages clear for all generations.
• AI-driven personalisation: HR tech helps personalise employee experiences. From AI-driven scheduling (catering to both rigid and flexible preferences) to personalised learning paths, technology makes the workplace more inclusive.
• Recognition platforms: Employee recognition apps (e.g., Bonus, Kudos) allow real-time appreciation across all levels, bridging gaps in how different generations expect feedback.

Embracing age diversity as a strength

The presence of five generations in the workforce offers unprecedented opportunities for innovation and growth. As Fernando Garcia suggests, embracing this diversity requires a commitment to fairness, transparency, and collaboration. Smart leaders are leveraging mutual mentorship and speed mentoring to capitalise on the diverse experiences and skills available7.

His insights underscore the importance of adapting to the changing workforce dynamics. He posits that by embracing age diversity and addressing the unique needs of each generation, organisations can foster a more harmonious and productive work environment.

"As we move forward in this era of multigenerational collaboration, it is crucial to recognise that the strength of our workforce lies in its diversity." RL Fernando Garcia