According to several important studies, most evidence for generational differences is minimal.
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Many people like to point out that younger and older people are more different than similar, but research refutes this idea, especially in the workplace. Most evidence of “generational differences” is minimal, even though many generational experts would like you to think so.
An analysis of 20 studies involving approximately 20,000 people found small and inconsistent differences in attitudes toward work when comparing generational groups. For example, a thorough analysis of 20 studies involving approximately 20,000 people revealed small and inconsistent differences in attitudes toward work when comparing generational groups. We found that although individuals may experience changes in their needs, interests, preferences, and strengths over the course of their careers, overarching group differences based solely on age or generation are not supported.
What matters in the workplace is not the differences between employees of different ages, but the adherence to the belief that differences exist. This misconception hinders team collaboration and the way you manage and train employees of different ages.
Other studies claim that age-related differences are not only small but also inconsistent. “This finding should sound a warning to organizations seeking to introduce interventions that are based on the premise that generations differ in meaningful ways, i.e., intergenerational communication.” According to the study, differences stem from individual maturation. It is based on your degree, work experience, and personal characteristics and changes regardless of your age.
How to break free from myths
It is important to intervene through the active formation of employees of different ages. Policies, processes, and consistent communication prepare most people, no matter their age, for change.
Here are five actions you can take to create positive change.
Stop using generation labels. There are inherent biases and stereotypes associated with generational labels. Like other labels, these become the default mode of explaining complex phenomena associated with aging. “We like stories about who we are and what we’re not, and we like to categorize everything into what it is and what it’s not,” says Bobby, a professor at King’s College and an author. – Duffy says. Even with arbitrary variable definitions, the default use of labels may feel familiar and justified, but there is no rhyme or reason to the years assigned to each group. This is pseudoscience at best and should be avoided in the workplace. Education, Training and Accountability. Only when companies focus on age acceptance will employees gain the awareness they need to recognize bias and hold themselves and those around them accountable for change. Education promotes awareness and teaches employees how to identify the myriad ways age bias and stereotypes manifest across age groups. Metrics. What gets measured gets done. Recruiting and hiring new talent is especially important for candidates early and late in their careers. Unless companies are held accountable, these discriminatory practices will go unchecked. Metrics need to be maintained throughout the human resources management process, not just recruitment and hiring. Employee surveys are a great way to better understand employee age perceptions in the workplace. Mutual guidance. Often referred to as mutual mentoring, partnering two employees who are 15 years or more apart in age can eliminate perceived stereotypes and biases. As some studies have suggested, intimacy and personal interaction creates social bonds and breaks down prejudices, myths, and stereotypes that we hold about someone from a different age group. Research shows that people develop more favorable views of people they spend time with, even if that person previously disliked them or imbued them with negative stereotypes. . Be intentional. Recognize how age-related assumptions, biases, myths and stereotypes impede a productive and innovative work culture for all ages. Pay attention to how age comes up in conversations and challenge any inherent assumptions. If you’re tasked with assembling a team, include members from different age groups. If we don’t challenge the myths, stereotypes and beliefs about age, we miss an opportunity to make a difference. Create a workplace where employees feel safe and supported when age is a factor in decisions about work.
There are many ways to create an age-equitable work culture. The easiest way is to start with the end in mind. It’s a matter of awareness, goal setting, action, measurement combined with continuous and consistent messaging to employees.
