Intergenerational Contact in the Workplace - GREAT Discussions

Vanessa Parker-Lewis, Chief Human Resource Officer, McCormack Baron Companies

Vanessa Parker-Lewis, Chief Human Resource Officer, McCormack Baron Companies

The World Health Organization stated, “Dialogue is a powerful way to engage in things that matter to us.” It engages others so they understand the topics that matter to us. When we can openly discuss our experiences and vulnerabilities regardless of age across the organization, we practice the principle of voice and equity, as explained in the article published by the American Psychological Association titled 2023 Work In American Survey.

There are five generations working together—traditionalists or the silent generation (1928-1945), baby boomers (1946-1964), Generation X (1965- 1980), millennials (1981 – 1996), and Generation Z (1997-2021). The birth ranges for each generation vary slightly from source to source. However, the US Bureau of Labor Statistics reflects a workforce ranging from 16 years old to over 75 years old.

“Reading about each generation’s collective values, attitudes, and beliefs is important, but that information should not be used solely to explain employee differences. People are far more complex, so gathering perspectives from various sources aids organizational practice”

People who were born and who lived their formative years during the same time, collectively speaking, constitute a generation. For example, those who spent their formative years in the eighties remember the disposable camera and probably watched MTV. Those who spent their formative years before or after the eighties had vastly different experiences. In fact, those experiences influence our attitudes, values, and beliefs. For example, a belief is often held that the older generation is automatically mentors based on years of experience, without giving careful thought to levels of exposure or specific knowledge held. Younger employees can equally mentor older employees, referenced as nontraditional mentoring by the Harvard Business Review.

Reading about each generation’s collective values, attitudes, and beliefs is important, but that information should not be used solely to explain employee differences. People are far more complex, so gathering perspectives from various sources aids organizational practice. An article by Better Up provided tips on understanding the differences between the generations. Indeed is another resource for learning about generational values and differences and also provides recommended actions for managers.

Fundamentally, expecting and accepting the reality of generational differences through workplace discourse is a business necessity, unleashing the power of GREAT Discussions—Generational Realities Expected and Accepted Together. Allowing employees to participate in curated discussions about their generational reality in safe spaces is critical. Encouraging GREAT Discussions in the workplace leads to employee voice, equity, and deeper connections.

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