Episode 51
Leveraging the strengths of a multigenerational workforce | with Dr. Mary Collins
Age is the forgotten dimension of diversity. Gender and age-diverse teams make 80% better decisions—yet ageism persists across hiring. Mary Collins shares frameworks for engaging five generations and why older workers are your untapped mentorship engine.
Episode Key Takeaways
Gender and age-diverse teams are 80% more effective at decision-making, yet ageism remains rampant. A longitudinal study found 50-year-old candidates were 4.2 times less likely to be called for interview than 28-year-olds with identical credentials—and 5.3 times less likely if female. This bias persists in CVs, LinkedIn profiles, and hiring filters despite the business case for intergenerational teams.
Older workers bring what Harvard’s Dorothy Leonard calls ‘deep smarts’—wisdom and mentorship capacity that younger cohorts desperately need. Millennials intending to stay five-plus years in their organisations are twice as likely to have a mentor, and baby boomers are the ideal mentors. Yet many organisations still screen out candidates over 35, missing a critical retention lever.
The pandemic exposed a counterintuitive generational divide: younger workers struggled far more with remote work and isolation, while older generations reported higher flexibility and adaptability. Gen Z and centennials crave supportive leadership, positive relationships, and flexibility—not autonomy alone. They want access to experiences, not job-for-life security, which demands new exit management and boomerang employee strategies.
Mary’s MOTIVATE framework synthesises what engages younger generations: Meaning and purpose, Opportunity and challenge, Timely honest communication (not biannual reviews), Values-driven culture, Energy management (flexible work rhythms), and Attentive management of personal career paths. This isn’t generational stereotyping—it’s life-stage psychology applied to motivation.
Empathy has dropped 40% in the last two decades, yet it’s the muscle that unlocks multigenerational leadership. Deep listening—followed by genuine follow-up questions—signals you’ve heard someone and builds the psychological safety all generations need. Self-leadership and self-care are equally critical; leaders cannot show empathy to teams if they’re depleted.
Frequently
Asked
Questions
How do I reduce age bias in my hiring process?
Remove age filters from candidate databases and CVs. Avoid date-stamped education history on applications. Use blind resume screening where possible. Recognise that online tools—LinkedIn photos, full career timelines—inadvertently signal age. Audit your job descriptions for language that skews young (e.g., ‘digital native,’ ‘high energy’). Most importantly, educate recruiters and hiring managers on the business case for age diversity and the legal and reputational risks of ageism.
What do Gen Z and centennial workers actually want from employers?
Research shows three priorities: supportive leadership (managers who have their back), positive relationships at work, and flexibility. They also value meaningful work, regular feedback (not annual reviews), values-driven organisations, and autonomy over work rhythms. They don’t seek job-for-life security; they want access to experiences and development. Organisations should frame roles as stepping stones, not destinations, and invest in boomerang employee strategies.
Why should I hire older workers if younger ones are 'more tech-savvy'?
That’s a stereotype. Age is a proxy for experience, not tech skill. Older workers bring mentorship, institutional knowledge, and decision-making wisdom. They report higher adaptability and resilience during crises. Diverse age composition reflects your customer base and drives innovation. Plus, baby boomers often want to give back and mentor—a retention asset for younger cohorts. The business case is clear: mixed-age teams make better decisions and perform better.
How do I support Gen Z through remote work and isolation?
Younger workers struggle most with remote work because their social life and professional network are intertwined. Prioritise in-person connection, mentorship, and community-building. Create psychological safety and regular feedback loops. Offer flexibility to work from office if desired. Pair them with older mentors for both career development and social connection. Recognise that loneliness and mental health challenges are acute for this cohort post-pandemic.
What's the MOTIVATE framework and how do I apply it?
MOTIVATE is a six-part engagement model: Meaning (purposeful work), Opportunity (feedback and challenge), Timely communication (regular, not biannual), Values (socially conscious culture), Energy management (flexible work rhythms), and Attentive management (personal career investment). It emerged from doctoral research on engineers, lawyers, and accountants. Use it to audit your leadership practices and role design. It applies across generations but is especially critical for younger cohorts seeking growth and autonomy.