Intergenerational Workplaces Spark Innovation

By Mariama S. Boney, LMSW, CAE, CPEC, President and CEO, Achieve More LLC

amount of years that individuals in these generations remain employed at one employer is 15-25 years. Individuals from Generation X, Generation Y, and Generation Z show commitments to professions, not employers.

Innovation in the workforce provides excellent opportunities for organizations to embrace new, creative ideas with their products and services. The silent generation and baby boomers may need help with innovation as they are accustomed to relying on job processes that work for them. Generations X, Y, and Z strive for innovative ideas.

How Can Intergenerational Work Environments Be Created?

Most organizational leaders utilize innovation as a powerful tool to grow their businesses. One of the most significant missed opportunities is using innovation to develop an intergenerational workplace. Talent gaps occur in the security and monitoring industry due to the need for intergenerational work environments.

The illustration below summarizes the characteristic traits of the five generations within an intergenerational work environment, Maturist or Silent Generation, Baby Boomers, Generation X, Generation Y (Millenials), and Generation Z. According to an article issued by the Pew Research Center, “What We Know About Gen Z So Far,” individuals from Generation Z can make substantial contributions toward diverse work environments based on the various ethnicities in the generation.

Why Is It So Challenging to Develop Intergenerational Work Environments?

Leadership Opportunities

Baby Boomer (ages 65-72) are staying in the labor force, longer. Yet, individuals from the Silent Generation and Baby Boomers are often overlooked in the security and monitoring industry due to the general perspective that they need to be savvier with technology. Organizations in most industries are guilty of providing leadership training to employees already in leadership positions.

Different Perspectives

Organizational leaders need to understand and embrace the various values and views represented by the generations. For example, the silent generation and baby boomers are known to be loyal to employers. The average

Maximize An Intergenerational Work Environment

Organizational leaders should create a psychologically safe climate that promotes authenticity among employees. Inclusive leadership should embrace an environment that supports allyship and ethical behavior, free of bias, discrimination, and microaggressions. Create intergenerational teams that cultivate positive workplace relationships and personal development and celebrate diversity. Incorporate upskilling to provide opportunities for knowledge transfer. Establishing hybrid work arrangements helps maintain institutional knowledge.

The needs and skill set of individuals from the five generations will continue

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