There is an incontrovertible fact, companies do not like to waste. Waste translates into a reduction in the profit margin, it is an expense that is not essential, it is avoidable and it is a dead weight that no one wants to carry. If this is so, I do not understand why many companies choose to retire their most experienced members early and do not realize the enormous waste they are incurring. Taking advantage of the experience of people with more years of experience has become one of the greatest advantages for smart companies.
But, we tend to minimize the advantages that having experienced people on the team brings us. We tend to underestimate the value of knowledge that accumulates over the years. Fortunately, it seems that this trend is beginning to reverse. Many companies are basing their competitive advantage on the diversity that comes from the perspective of different points of view.
We know, the generation gap in the workplace is increasingly visible: 41% of the workforce is made up of centennials, however, the most powerful people on this planet are baby boomers. But, we also know that building an intelligent and profitable company does not depend solely on young energy, nor on the vision that experience gives, but on how we combine that energy with the wisdom of those who have spent more years on the front lines. It is about complementing what one group has with what the other lacks.
Maya Dadoo, CEO of Worky, maintains that the company can take advantage of intergenerational differences to get the most out of talent and build more diverse, productive and sustainable teams. It has been a mistake to waste the wealth of wisdom and experience of people who can anticipate scenarios in which the corporation has already been, situations that have already occurred in the company without having to go through circuits of trial and error that are costly and for which the company has already paid.
The answer to forming these teams that integrate collaborators of different ages and experiences is in intergenerational mentoring programs that promote cooperation between people of different age ranges and experience. This is the glorious combination to transfer knowledge and keep organizational culture alive. Mentoring programs allow people with more years within the company to share valuable learning and practices, while young people contribute new methodologies and digital tools. This combination of perspectives drives innovation and reinforces the sense of belonging in both groups. “When an expert feels that his knowledge is crucial for the future of the company, his commitment multiplies,” says Dadoo.
I must say that it is essential not to fall into the cliché of labeling the experienced as people who are clumsy in handling technology, because the degree of digital learning that has been acquired has impacted sectors of all ages. It is true that centennials were already born digital natives, but generation X is very resilient and adapts to technology very quickly. Nor can we accuse young people of being naive since many make up for experience with intelligence.
The key is to offer real flexibility for people with more experience and those who are entering the workforce. Be careful not to fall into common places and easy answers. Flexibility goes beyond allowing remote work. For many employees, flexibility means having control over their schedules and maintaining a healthy balance between their personal and work life, in addition to having solid benefits, such as life insurance and major medical expenses. Hybrid schemes are an excellent option. Well-implemented flexibility is one of the most valued factors to remain in a resilient, intelligent organization that has intergenerational integration.
One of the most relevant topics that cutting-edge companies are taking into account is that professional growth has no expiration date. Offering clear and personalized careers, with opportunities to take on new challenges or lead strategic projects, is essential to keep talent motivated regardless of whether they have more or less experience. In this condition, it is necessary to address the urgent need to strengthen internal communication and career plans beyond age or years of career. When a development path is not designed, not only is talent lost: productivity and resilience are lost.
It is clear that all types of discrimination are repulsive. Therefore, eliminating ageism from recruitment is a priority. Betting on diverse teams requires eradicating biases of all kinds, however one of the most difficult to eliminate is the one that occurs due to age from the hiring stage. Instead of focusing on age or years of experience, job descriptions should focus on skills, competencies, and results. Messages must be adapted to value purpose and flexibility, as well as stability, recognition and fair compensation.
The key is to communicate that all generations have a valuable role within the organization.
I insist that digitalization does not have to displace people. A few years ago we saw the most experienced professionals as truly digitally illiterate. This is changing radically. Today, we know that technology can be an ally to free up time from operational tasks and focus on strategic activities. As we also know that certain tools, such as Artificial Intelligence, should not be treated like toys. This applies to all collaborators equally.
Automating processes and promoting training in digital tools for all ages makes it possible to take advantage of existing knowledge while strengthening adaptation to change. The combination of human experience and smart technology thus becomes an engine of sustainable growth. Senior talent is not a resource of the past, but a key piece of the present and the future; Young people are not an exploitable product from which you can get more for less money. These mindsets do not correspond to the modern business models that are prevalent and successful in the market.
Integrating your experience with new generations generates stronger organizational cultures, reduces turnover and increases productivity. The companies that manage to balance youth, technology and experience will be the ones that lead the transformation of work. Intergenerational mentoring programs consist of a company pairing an employee from one generation with one from another with the aim of sharing knowledge and mutual growth. It is a type of peer-to-peer work that recognizes that everyone, regardless of their experience, has a lot to learn from others.
Beyond the transfer of knowledge, this type of mentoring programs contribute to breaking generational stereotypes, help promote innovation and build a more inclusive, collaborative and sustainable business culture. But for it to work, it’s not enough to pair juniors with seniors. It is necessary to design the program with method, intention and support. The results can be spectacular: you learn from the real experience of your senior colleagues. Communication and leadership skills are developed. A better organizational culture is integrated. All collaborators stay up to date on new technologies and approaches. They strengthen their role as references, beyond the technical and age. Increases motivation and sense of contribution.
The organization wins because the risk of loss of key knowledge is reduced. The work environment improves and interdepartmental links are strengthened. A culture of respect, diversity and generational collaboration is promoted. Taking advantage of intergenerational mentoring programs helps strengthen work teams. These programs must be well structured and placed in expert hands to give rise to the glorious results that are to be achieved. Who says I?
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