The Boomer Initiative – an exciting challenge for the next decade of work

 
As a social anthropologist, I believe that human beings work together far better in multigenerational groups and communities. At work, we rarely consider the importance of a vertically balanced group of employees and yet it is one of the most powerful ways to get results with wisdom and wellness.
 
We have become aware of the need to take advantage of diversity in many other important areas: Gender, race, ‘strengths’ and even thinking preferences. Age diversity is now become the new basis for cultural strength in organisations. As the enormous Boomer generation prepares for retirement, we need to think about retaining their contribution to the workforce. Why?

• The dependency ratio (those in paid work compared to those being supported) in most countries will overbalance with too many non-contributing people. Economically, that scenario is unviable
• There is now potential for four generational groups working together , which is a great opportunity for community wisdom and collaboration
• Boomers offer cultural and work memories as well as a different way of thinking and approaching the world, which adds to adaptive perspective
• While many Boomers cannot afford to retire on the state pension and need to work or they will be costing society to support, other Boomers are healthy and want to work/earn money but not necessarily the way they did when they were younger
• Elder care could become a crisis situation as more people develop dementia. The ‘sandwich’ generation will be looking after parents and grandchildren making it harder to work normal hours which will add anxiety. Organisations face the challenge of offering support and flexible work to deal with this
• Technology is an enabler that can change our work practices

 
The way forward for organisations is to adopt diversity through flexible working practices and leadership. Personal development and ongoing learning are the keys to building wisdom and intergenerational strength at work. Having a strategy for change in the organisation and good tools creates a framework for a new agile, well and wise community that engages individuals.
Here are the three challenges for action of the Boomer Initiative to build a successful culture through intergenerational working:
 

1. Check that you have age diversity in groups and across the organisation.
    
2. Develop roles that are appropriate for different age cohorts. Base these on the known stages of brain development over a lifetime. Be flexible about work practices (place and time) to allow for differences.

 

1. Conference, workshop and problem solve people of different ages together. Create mentor roles and groups that work both ways. Design work spaces together.

 
In future, there will be more Boomers than other generational groups. Leaders will be able to choose and develop the best people for their organisation. For those who need to leave, take time to recognise their value and support them to transition well.  In this way they can have flexible ‘portfolio incomes’ and purpose. The remaining work culture will be wise, well and naturally supportive as successful human communities have always been.