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From baby boomers to Z, four generations currently live together in the office. An unprecedented situation which can sometimes become a source of tension. Indeed, the behavior of new entrants to the job market is often frowned upon by their managers. Enough to discourage young employees from investing in their work.
Young people do not form a homogeneous age group but, according to their older colleagues, they are less invested, less respectful of authority and less loyal to the company. These prejudices bite hard in the world of work, even though several reports have shown that the professional aspirations of juniors are not that different from those of seniors.
By being told that they are unmanageable, young workers end up disengaging from their work, which harms their productivity. 37% of members of Generation Z and 30% of millennials find themselves unproductive, according to the survey “When generations meet: the productivity potential of multigenerational meetings” from the London School of Economics and Protiviti. In comparison, only 22% of Generation X and 14% of baby boomers say they lack efficiency at work.
Young employees with a large age gap with their manager generally feel less productive than those who are closer in age to their superior. Thus, juniors whose n+1 is 12 years their senior are 1.5 times more likely to feel a drop in productivity. They are also less satisfied with their professional life. These employees then have the choice of resigning, or remaining in their position by doing only the bare minimum.
To attract and accommodate young people, companies must take more interest in them through sharing of experiences and skills. They must accept their codes and their expectations, particularly in terms of management. Millennials and members of Generation Z want to feel heard and valued by their boss. They would like their n+1 to help them improve their active listening, their time management, as well as their ability to make decisions to become more efficient.
But, to avoid generational disagreements at work, we must fight against all prejudices linked to age, and not only against those which target young people. Senior workers are also the subject of stereotypes in the workplace. They are said to be slow, not very dynamic and resistant to change. However, on closer inspection, the vast majority of those over 60 express the wish to continue working, progressing and training in the years to come.
So how can we go about taking advantage of each other’s qualities in business? If we are to believe the survey by the London School of Economics and Protiviti, managers must avoid all forms of ageism. They must consider policies that promote intergenerational collaboration so that all age groups can coexist peacefully in the office.