How to Combine Over-55 Expertise & Gen Z Digital Savvy at Work

As AI tools drive digital transformation, disrupting organizational processes and structures, many organizations rely on traditional recruitment strategies and lack the agility needed to meet the demands for emerging skills.

Simply, organizations must innovate or get left behind in this digital race.

Many organizations focus solely on younger talent, who are naturally more adaptable to new tech, to fill the growing skill gaps in digital and AI roles. However, an often overlooked and undervalued demographic is the over-55 workforce. This group, with its vast experience, presents significant untapped potential for reskilling into digital roles and AI.

Both groups face bias in the workplace

Despite the growing conversation around diversity and inclusion, ageism remains a prevalent issue. Many over-55s find themselves sidelined or even pushed towards early retirement. This is a consequence of bias, based on assumptions about their ability to adapt to new technologies. Nevertheless, this age group brings a wealth of knowledge and experience that can be incredibly beneficial in the digital age.

Remember, this age group was the first to own personal computers. They may have learned to type on typewriters, but they evolved to texting on smart phones. They adapted from records, to cassettes, to CDs, to MP3s, to streaming services. It’s shortsighted to regard them as inflexible.

Similarly, Gen Z faces ageism stereotypes. A common assumption is that they frequently job-hop because of a poor work ethic, unrealistic expectations, or they lack loyalty to their employers.

Statistically, they change jobs more often than previous generations, and one reason is they are more assertive in seeking roles aligned with their skills and values with opportunities for career advancement. But it’s important to remember, incentives to work for several years with the same company have gone away.

The US began phasing out pensions in the 1980s after the 1987 Revenue Act allowed employees to use pre-tax funds for retirement plans, such as 401Ks. This shifted the burden of retirement funding to employees. Likewise, mass layoffs were rare until a few decades ago. Older generations also lived with a stigma around ‘job hopping’ contributing to disengaged workers staying in their roles.

What can organizations do to engage and retain over-55s and Gen Z workers?

Imagine the power of uniting the over-55 workforce nearing retirement with Gen Z employees just beginning their careers. Each group brings unique perspectives, experiences, and skills, enriching our workplaces in diverse ways while facing distinct challenges.

By investing in inclusive and engaging strategies, organizations can provide the tailored support these valuable segments need to flourish. This approach not only leverages their strengths but fosters a vibrant, dynamic work environment where everyone thrives.

Consider these generational nuances in your engagement strategies

Gen Z in the workplace

Gen Z is a generation driven by values, and they seek workplaces that truly resonate with their beliefs. They don't just want a job; they want a purpose. To attract and retain Gen Z talent, identify the values that matter most to them. Create roles and career objectives that allow them to live out these values every day at work.

Their hunger for development and learning is insatiable. Offering clear and multi-linear paths for advancement, continuous learning opportunities, and mentorship programs aren't just nice to have—they’re a must. These initiatives fuel their ambition and satisfy their desire for growth, helping them feel valued and empowered.

What Gen Z wants from managers

Managers must step up to the plate with meaningful, heartfelt career conversations. Gen Z wants to co-author their career journey and not merely follow a set path. By adopting a collaborative coaching style, managers can create a sense of partnership and trust. This provides an environment where Gen Z feels heard and understood in their career aspirations, especially in leadership development.

As digital natives, Gen Z is the heartbeat of digital transformation efforts. Their innate comfort and fluency with digital tools and technologies can accelerate any company’s journey towards a more innovative and connected future.

Over 55s in the workplace

Older employees may face age-related biases, lack of targeted professional development, and potential skill gaps in rapidly changing technological environments. From a numbers perspective, assumptions about their pay or salary expectations, sometimes affect recruiting or advancement opportunities.

Abandon the common misconception that over-55s can't adapt to new technologies. Instead, create reskilling initiatives that shatter the misguided belief that they're too old for career changes or invigorating work experiences.

What over-55s want from managers

Whether Gen X (over-43s) or over-55s, this group value flexibility in their work. They are experienced and want trust from management to work independently without micromanagement.

Many of them are in the ‘sandwich generation,’ where they may have kids at home while also caring for or managing an aging parent. This contributes to a need for flexible working options to maintain a healthy work-life balance while attending to loved ones’ needs.

They’re accustomed to change and value clear direction and open, direct feedback around their work.

Organizations can do this by adapting mobility programs with reskilling content tailored to their needs and providing career coaching. At 55, many still have a decade of work ahead, offering significant opportunities to contribute.

By tailoring training and development programs for them, we can help them evolve their skills and continue contributing meaningfully to organizational goals. Let's tap into their wealth of experience and knowledge by placing them in mentoring roles and leading knowledge-sharing initiatives.

Partnering them with Gen Z employees bridges the gap between institutional knowledge and fresh perspectives, creating a dynamic and collaborative workplace where everyone thrives. This approach empowers seasoned employees and enriches the workplace with their experience and enthusiasm.

Supportive working environments: the ‘no regrets’ approach to support marginalized groups

Overall inclusivity and engagement strategies are built on the environment and culture of the workplace. To improve working environments, tailor workplaces to the needs of all of their employees:

1. Positive and inclusive culture: Take every opportunity to create an environment that inspires belonging and engagement. Ask employees for their input various aspects of the business and recognize their value. Develop training programs covering unconscious bias and support employee resource groups, even with a small budget. Review your internal and external communications and ensure workers of all ages, sizes, ethnicities, and genders are represented.
2. Career development and pathways: Career development programs need to speak to individual employee’s needs. Ensure programs and pathways include personalized opportunities and tailored career coaching.
3. Support mechanisms: All-inclusive work environments make their employee supports visible and easy-to-access. Mental health resources, wellness programs and financial planning assistance should be made clearly available to every employee.

Beyond an imperative for preventing turnover, inclusive retention strategies are focused on creating an environment that supports and nurtures all employees to chase their career ambitions.

Personalized career development programs value every employee and recognize for their skills and contributions to the organization. This gives organizations a competitive edge in today’s ever evolving workforce.

Want to develop a more robust career development program for multiple generations of workers?

It may seem like a lot, and you may not know where to start, but we do. LHH offers solutions for every part of the talent lifecycle from recruitment to development and mobility to outplacement. We’ll help you explore the potential for the people in your organization. Let’s talk.