Only 23% of organisations say their managers are very confident leading multigenerational teams, despite nearly nine in 10 employers recognising the benefits of age-diverse workforces, according to new research.
The findings from HR software provider Ciphr and age inclusion charity ProAge come as UK employers contend with longer working lives, later retirement and increasingly non-linear careers, creating the most age-diverse workforce in history. Yet many managers are still being left to navigate age diversity without the training, tools or support needed to make multigenerational working succeed.
The report, The Multigenerational Workforce: Value, Reality and Challenge, surveyed more than 130 HR professionals, senior managers and business leaders across the UK and highlights significant gaps in how organisations approach age inclusion, manager development and workforce planning.
The findings also come at a time when employers are increasingly looking for ways to retain experienced employees, improve knowledge transfer and support an ageing workforce amid ongoing labour shortages.
MULTIGENERATIONAL WORKING MATTERS
The workforce is ageing rapidly. Fair Play Talks recently reported that nearly one in four workers worldwide is now aged over 55 as workforce ageing accelerates globally. Separate research has also shown that older workers are expected to fill an additional 150 million jobs globally by 2030 as demographic change reshapes labour markets.
At the same time, many employees are remaining in work longer because of financial pressures. Previous research found that financial insecurity is forcing many older UK employees to extend their careers, despite continuing concerns about workplace ageism. Against this backdrop, employers are increasingly managing teams spanning four or even five generations simultaneously.
Speaking during a webinar yesterday (1 July) discussing the findings, ProAge CEO Mike Mansfield said organisations have moved beyond questioning whether multigenerational working matters. “The multigenerational workforce is here,” Mansfield said. “The real question is whether organisations, HR teams and managers are equipped to help people work, learn and progress together, whatever their age or stage.”
VALUING AGE-DIVERSE TEAMS
The research found overwhelming support for multigenerational teams among employers. According to the study:
- 88% said broader experience and perspectives are the biggest benefit of multigenerational teams.
- 81% cited improved knowledge sharing and mentoring.
- 71% highlighted succession planning and future leadership development.
- 69% said age-diverse teams improve problem-solving.
- 57% reported stronger team culture and collaboration.
Mansfield said age inclusion should be viewed not simply as a diversity initiative but as a strategic business priority. During the webinar, he noted that multigenerational teams can strengthen customer understanding, improve innovation and help organisations retain valuable institutional knowledge.
“Age inclusion is not only about fairness,” he explained. “It’s a very practical business issue that impacts workforce planning, employee experience, learning and development, customer service and product design.”
MANAGER CONFIDENCE WORRYINGLY LOW
Despite recognising the benefits of multigenerational working, many organisations appear unprepared to manage an increasingly age-diverse workforce. The research found:
- Only 23% of organisations say managers are very confident leading age-diverse teams.
- Half describe managers as only “somewhat confident”.
- More than one-third (34%) of organisations employing between 250 and 999 employees cannot say how confident their managers are.
According to Ann Allcock, Head of Diversity at Ciphr, this represents a significant organisational risk. “Managers are central to whether multigenerational working succeeds,” she said during the webinar. “But many are being expected to navigate complex people challenges without sufficient tools, training or support.”
Experts warn that poor management of age-diverse teams could negatively affect employee engagement, retention, collaboration and productivity.
CHALLENGING COMMUNICATION DIFFERENCES
The study challenges popular narratives suggesting that generational conflict is inevitable. Instead, respondents identified practical workplace issues as the biggest barriers to successful multigenerational working. The main challenges cited were:
- Differences in communication styles (64%)
- Differing expectations around ways of working (63%)
- Generational stereotypes and assumptions about capability
- Resistance to change
- Misaligned working preferences
Previous studies have found that generational tensions are already linked to lower workplace productivity in both the UK and US. During the webinar, speakers argued that organisations should avoid stereotyping employees according to labels such as “Gen Z” or “Baby Boomers”.
“Good age inclusion is not about managing by generation,” Mansfield explained. “It’s about understanding individuals rather than making assumptions based on age.”
ORGANISATIONS LAG BEHIND ON AGE INCLUSION
While multigenerational working is now commonplace, many employers have yet to implement formal age-inclusive practices. The research found that:
- Only 21% of employers have age-inclusive recruitment policies.
- Just 54% of organisations with more than 1,000 employees formally track workforce age diversity as part of their DEI strategy.
- Only 39% formally monitor workforce age diversity overall.
- Seventeen per cent do not monitor age diversity at all.
The findings may be concerning given previous research showing that age discrimination continues to push many older employees out of the workforce, as reported.
Fair Play Talks has also previously reported that employers may be overlooking a significant pool of experienced talent because of outdated assumptions about older workers.
INTENTIONAL KNOWLEDGE TRANSFER
One of the strongest themes emerging from both the report and webinar was the importance of deliberately facilitating knowledge sharing across generations. As employees work longer and careers become less linear, organisations face growing risks associated with losing institutional expertise when experienced employees leave.
Mansfield said organisations should place greater emphasis on:
- Cross-generational project teams
- Structured mentoring and reverse mentoring schemes
- Succession planning
- Career development at all life stages
- Collaborative learning opportunities
“The intentional transfer of knowledge is essential,” he said. “Organisations cannot afford for valuable expertise to walk out of the door.”
The issue is becoming increasingly important as more employees balance work alongside caring responsibilities. A recent study found that more than half of “sandwich generation” employees are simultaneously caring for ageing parents while working, creating additional pressures for employers and workers alike.
WHAT THIS MEANS FOR EMPLOYERS
The findings suggest that multigenerational working is no longer simply an HR issue – it is increasingly becoming a business-critical challenge. As people work longer and career paths become less linear, organisations that fail to support age-diverse teams risk losing valuable institutional knowledge, weakening employee engagement and damaging retention.
Experts warn that employers should avoid relying on generational stereotypes and instead focus on understanding employees as individuals, recognising that career ambitions, communication preferences and workplace needs can vary significantly at every age and life stage.
For organisations facing skills shortages and an ageing workforce, creating an age-inclusive workplace may also become an important competitive advantage in attracting and retaining talent.
HOW EMPLOYERS CAN SUPPORT MULTIGENERATIONAL TEAMS
Based on the research findings and webinar discussion, experts recommend several practical steps employers can take to improve multigenerational working.
1. Equip managers with age-inclusive leadership skills
Managers should receive training that helps them lead age-diverse teams confidently, challenge stereotypes and understand differing employee needs without relying on assumptions about generations.
2. Encourage cross-generational knowledge sharing
Structured mentoring, reverse mentoring and cross-generational project teams can help organisations retain institutional knowledge while encouraging innovation and collaboration.
3. Create opportunities for career development at every stage
Employers should ensure learning and development opportunities are available to employees throughout their working lives rather than focusing primarily on early-career talent.
4. Establish clear communication norms
Because communication styles vary widely, organisations should encourage teams to discuss preferences around meetings, feedback, response times and collaboration to reduce misunderstandings.
5. Use workforce data responsibly
Tracking age diversity across recruitment, promotions, retention and learning participation can help employers identify disparities and strengthen age inclusion strategies.
6. Review policies through an age-inclusion lens
Policies covering flexible working, benefits, career progression and wellbeing should be reviewed regularly to ensure they support employees at different life stages.
Previous Fair Play Talks reports have found that age-friendly benefits are increasingly essential for attracting and retaining today’s multigenerational workforce. Organisations that intentionally support employees throughout different life stages are also more likely to improve retention and engagement, as reported.
7. Avoid generational stereotypes
Experts caution against assuming employees want the same things based solely on age. Instead, managers should focus on understanding individuals and having regular career conversations. “Multigenerational teams are already the norm,” Allcock said. “The challenge now is moving from awareness to purposeful action.”
For employers willing to invest in inclusive leadership, knowledge sharing and age-inclusive practices, the rewards could extend far beyond diversity goals, improving innovation, collaboration, employee retention and long-term organisational performance.
Download the full research from Ciphr and ProAge here.
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