Can you bridge the generation gap?

Diversity, equity, and inclusion (DEI) conversations often focus on gender and ethnicity, but what about age? With four generations in today’s workforce, differences in values, work habits, and communication styles can lead to misunderstandings.

Employees from different life stages bring varied experiences in education, technology, work habits, family life, and career expectations. Their values are shaped by the social, political, and economic events of their time, making generational diversity a key factor in workforce management.

Today's workforce comprises four generations: Baby Boomers, Generation X, Millennials, and Generation Z -each with unique perspectives, communication styles, and expectations. While all generations seek meaningful work and career growth, differences in their approach can lead to misalignment and missed opportunities for innovation.

A Gallup report indicates that 54% of Gen Z and younger Millennials feel disengaged, often lacking a strong connection with their coworkers, managers, or employers. So, how can companies bridge the gap and foster stronger workplace collaboration?

Over the past few months, we conducted research and interviewed HR and C-level executives across Europe to understand how organisations are addressing the challenges and opportunities of leading multigenerational teams.

Understanding generational differences

To understand generational perspectives without putting people into rigid categories, it helps to recognise that their strengths and expectations are shaped by history, education, and technology.

Over the years, social shifts and technological advancements have naturally influenced how different generations approach work.

Millennials and Gen Z often prefer digital tools for quick communication, while Baby Boomers and Gen X tend to rely on more structured, traditional methods.

Regardless of generational differences, all employees want to feel valued and connected. To create a culture of collaboration, organizations should focus on mutual understanding.

Differences in work styles, communication preferences, and values can sometimes cause misunderstandings, but when people take the time to connect, these differences become strengths. The most effective organisations break down barriers by encouraging knowledge-sharing and cross-generational collaboration.

Key strategies for leading multigenerational teams

To bridge the generational gap, we have identified key strategies that help leaders overcome biases and create an inclusive environment.

Rethink recruitment
The journey begins during the recruitment process. Organisations must assess candidates not just on skills but also on culture fit and adaptability. Aligning new hires with company values ensures a smoother generational blend.

Adopt a coaching leadership style
Traditional top-down leadership is becoming obsolete. Today’s successful leaders act as coaches —encouraging open dialogue, supporting independence, and balancing structure with flexibility.

• For younger employees: Provide mentorship, career guidance, and frequent feedback.
• For senior employees: Recognise their expertise and ensure their experience is valued in decision making.
• For the entire team: Foster an environment where all employees feel heard, respected, and empowered.
  
  
  Implement structured career development

Career growth expectations often differ across generations. While younger employees seek rapid promotions, senior employees prioritize stability and long-term career development. A structured career framework can help bridge this gap.

• Define transparent career paths to set clear expectations for promotions and skill development.
• Offer mentorship programs where senior employees guide younger talent.
• Provide continuous learning opportunities to keep all generations engaged and growing.
  
  
  Use real-time feedback & communication tools

One of the biggest generational divides lies in communication preferences. Younger employees expect immediate feedback, while senior employees may be accustomed to structured performance reviews.

• Implement digital feedback tools (e.g., pulse surveys, real-time recognition platforms) to satisfy both preferences.
• Encourage managers to blend structured reviews with informal check-ins for a balanced approach.
  
  
  Build diverse, cross-generational teams

Encouraging employees from different generations to collaborate fosters inclusion and knowledge-sharing.

• Cross-generational project teams help tackle business challenges with diverse perspectives.
• Employee-led workplace transformation groups ensure all voices are heard.
• Intergenerational dialogue sessions promote mutual understanding and break down stereotypes.
• Shadow boards, where younger employees advise executive teams on strategic initiatives, empower emerging talent and help organizations stay relevant.

Rather than expecting employees to work the same way, leaders should design teams where different strengths complement each other.

Experiment with flexible leadership models

Rethinking traditional hierarchies can help create a more dynamic workplace.

• Rotational leadership programs allow employees to take on leadership roles based on skills, not tenure.
• Self-managed teams give employees more independence in decision-making.
• Flexible work structures ensure expertise, rather than experience alone, guides strategy.
  
  
  Offer flexible work arrangements for different life stages

Employees at different career stages have unique needs. Offering tailored benefits and career development opportunities can enhance engagement and retention.

With people living and working longer, organizations must rethink career longevity. The OECD estimates that increasing multigenerational workforce participation could raise GDP per capita by 19% over the next three decades. Older employees bring invaluable experience, and businesses can retain their expertise through:

• Flexible, part-time, or project-based roles for senior employees.
• Temporary contracts or consulting opportunities to prevent knowledge loss and support business continuity.
• Senior talent pools that allow organizations to retain crucial skills while offering experienced professionals meaningful work on a flexible basis.
  
  

When employees across generations feel heard and valued, collaboration improves, leading to greater innovation, fewer conflicts, and higher productivity.

Creating a culture that works for all generations

Embracing generational diversity isn’t about fixing differences - it’s about leveraging them for growth. When organisations take an inclusive approach, what first seems like a challenge can turn into an opportunity for stronger collaboration, innovation, and business success.

Reach out to our experts and get guidance on building a strong, multigenerational organisation.

Lars Holm Anna Maria Nicotra Herma Ober- van Hienen Linda llolander Vermund Nilsen