Today, organisations can have up to five generations working side by side. People are working later in life, whether by choice or necessity, and younger generations are entering the workforce with very different expectations.
In fact, a report form Ernst and Young says that 30% of its staff are GenZ with a median age of 30. How does this integrate with an organisation where people there working are also 50,60,70 and older?
While this mix can be exciting and full of opportunity, it can also create clashes in culture, attitudes to work, gaps in technology skills, and misunderstandings that, if left unmanaged, can be unhealthy for an organisation.
Many organisations recognise that simply hoping people will “get along” is not enough. A company can bring in an external specialist to run a workshop, training seminar, or consultation to help employees understand one another and collaborate more effectively.
Structured learning gives people the language, confidence, and tools to work well across generational lines rather than seeing differences as a problem.
Educating Matters, a team of consultants, psychologists and education professionals, offer training for employees of multiple generations, also known as multigenerational and intergenerational.
The company offers training for managers, employers and all stakholders on working with different generations in the form of:
-Seminars and workshops
-Online zooms and webinars
-One-to-one training and private consultations
Their material is built around three key topics that address both attitudes and practical workplace realities.
Download the PDF of the multigenerational training for organisations
1. Shattering stereotypes and changing the narrative
One of the biggest barriers to multigenerational working is stereotype thinking. Older employees may be seen as resistant to change, while younger employees may be labelled as entitled or disloyal. These assumptions damage trust and can quickly create division. Research shows that over 60% of workplace conflict is linked to miscommunication, much of which is influenced by assumptions and bias between age groups.
This part of the workshop focuses on helping people understand where these narratives come from and why they are often inaccurate. By exploring shared values, life experiences, and motivations, employees begin to see colleagues as individuals rather than representatives of a generation. When stereotypes are challenged, conversations become more respectful and productive.
2. Addressing workplace challenges and solutions
Different generations often have different views on communication, feedback, flexibility, and technology. For example, some employees prefer face-to-face conversations, while others are comfortable with instant messaging and digital platforms. Studies suggest that around 70% of younger workers expect regular feedback, compared to less than 40% of older workers who grew up with annual reviews.
This section of the workshop looks at real workplace challenges and provides practical solutions. It helps teams agree on shared ways of working that respect different preferences while still meeting business needs. Managers learn how to adapt their approach without being inconsistent, and teams gain strategies for resolving misunderstandings before they escalate.
3. Career longevity, wellbeing and inclusion
With people working longer, organisations must think seriously about career longevity, wellbeing, and inclusion across all ages. Older workers may worry about relevance or health, while younger workers may feel pressure to progress quickly and avoid burnout. A multigenerational approach to wellbeing recognises that needs change at different life stages.
This part of the workshop encourages inclusive career planning, flexible working, and mutual support. It highlights how wellbeing improves when employees feel valued regardless of age. According to UK workforce data, inclusive organisations are over 30% more likely to retain employees long term, reducing costly turnover.
What are the benefits of training for different generations within an organisation?
Organisations that successfully bridge the gap between generations see clear benefits:
Knowledge sharing improves - with experience and fresh ideas flowing both ways. Engagement increases because people feel understood and respected. Innovation grows when different perspectives are welcomed rather than dismissed.
More resilient - It reflects customers and communities more accurately and is better prepared for change. When employees of all ages feel included, productivity rises and workplace culture becomes healthier.
Good use of diversity - Managing different generations is not about favouring one group over another. It is about creating understanding, adaptability, and respect. With the right training and support, generational diversity becomes one of an organisation’s greatest strengths rather than a source of tension.
Good for clients - With all generations working with clients of all generations, there are learnings to be used. The opportunity to share with your colleagues the best way to approach a person of a specific generation, can be beneficial for everyone involved.
