Power to the multigenerational work team!

In the 1960s and ’70s, hitting 65 was often seen as life’s finish line, with the average New Zealander expecting to live just a few years beyond retirement.

Today, the landscape has changed considerably. We’ve significantly extended our longevity expectations, pushing the boundaries of what we consider ‘old age’ much further. Life expectancy has soared by nearly a decade in many developed countries, with some nations boasting averages well into the 80s.

According to the latest New Zealand Census data, there are 1.1m people aged 60 or over in New Zealand—about 1/5^th of the population. And this percentage is going to increase—that’s according to The World Health Organisation (WHO) which estimates that two billion people will be over 60 years old by 2050.

These changes have fundamentally reshaped our perception of what it means to be old. The 60-something crowd of the 70s, once considered ready for the rocking chair, is now more likely to be found launching start-ups or sailing around the world.

Ageism in the workplace

Let’s face it, though: older people are still on the receiving end of recruiters’ bias and sometimes find it more difficult to find jobs. A recent article in The Times (paywalled) highlights a study carried out on 750 HR departments and 4,000 workers in the UK. It found:

1. Nearly half of recruiters consider applicants “too old” at age 57.
2. Widespread ageism in recruitment persists despite skill shortages.
3. 40% of recruiters face pressure to hire younger candidates.
4. About 65% of HR professionals admit to age-based assumptions.
5. 20% of job seekers over 50 omit their age from CVs to avoid stereotyping.
6. One in seven older candidates report explicit age-based job rejection.

The deep roots of ageism

Our culture is extremely focused on youth and has been for many, many years. Our society’s fixation on youth has created a stark disconnect between the reality of ageing and our cultural attitudes towards it. Bridging this gap requires a shift in cultural narratives, policies, and practices to better align with the diverse experiences and capabilities of people across all age groups.

In other words, ageism is fuelled by a range of misconceptions about ageing, which is often viewed as something that happens to ‘other people.’ Like birth and death, ageing is a universal experience, yet our culture has an aversion towards older individuals. This attitude is really quite baffling when we consider that everyone, if fortunate enough to live a long life, will become older.

The diversity of age

‘Avoid lumping all older people into any category—glamorous, active or frail. They’re just people like everyone else and come in a fantastic assortment of looks, styles, and abilities.’

Selwyn Foundation – The new age of ageism

Despite stereotypes, older people are just as diverse and flexible as younger generations. Our political views range from deeply conservative to wildly progressive. Our interests and activities are equally varied—some enjoy tennis, sailing, or yoga, while others prefer simply relaxing at home.

More and more older individuals are opting to work beyond the usual retirement age, wanting to earn money to fund their travel and/or finding satisfaction in staying professionally active.

The paradox of experience

Similar to the glass ceiling in the field of accountancy, where women represent nearly half of all qualified accountants but hold only a fifth of senior roles, older workers encounter a comparable challenge. Despite possessing a wealth of experience and skills, we can find ourselves undervalued or overlooked in the job market.

The disparity between older and younger workers isn’t just a matter of fairness—it represents a missed opportunity. As our global population ages, economies need to adapt. The question isn’t whether businesses should integrate older workers but rather how they can best utilise our unique strengths alongside those of younger generations.

Rethinking recruitment and retention

Companies need to reassess their hiring practices and workplace cultures to harness the full potential of an age-diverse workforce. This means:

• Addressing unconscious bias—recognising and challenging age-related stereotypes in the hiring process.
• Valuing experience—looking beyond the technical skills to appreciate the wisdom and perspective that come with years in the field.
• Fostering mentorship—creating opportunities for knowledge transfer between generations, including reverse mentoring programs.
•  Promoting flexibility—offering work arrangements that accommodate varying life stages and priorities.

Dismantling age-based stereotypes

Research shows that older adults can learn complex tasks just as well as their younger counterparts and often bring additional benefits:

1. Crystallised intelligence—the ability to apply learned knowledge and experience to new problems (a skill that grows with age).

2. Diverse skill sets—older workers bring experience and critical thinking that can take decades to develop.

3. Stability and loyalty—we often have a stronger sense of commitment, resulting in lower turnover rates.

4. Resilience—years of navigating professional challenges have honed our ability to adapt and persevere.

The power of multigenerational teams

Instead of viewing different generations as competitors, forward-thinking organisations should recognise the power of age diversity. When we escape our ‘same-age silos,’ we create environments ripe for innovation and growth.

If the tech-savvy enthusiasm of younger workers combines with the industry knowledge and measured approach of older colleagues, the result is enhanced productivity and creativity.

Gilligan Sheppard is an employer that values and effectively leverages intergenerational teams. The company’s approach is rooted in recognising the merits and unique contributions of each person, whatever their age, while fostering an environment that prioritises individual growth and work-life balance.

A multigenerational team in action

The three-person marketing team at Gilligan Sheppard, and sister company, Master Jack Content Marketing, is a great example of multigenerational diversity. With a Gen-Zer, a Gen-Xer and a Baby Boomer, they each bring different skills to the table.

Lisa Garrud, the Marketing Director (Gen-Xer), says having a multigenerational team works really well because she recognises that clients have multigenerational audiences. ‘So, when we write content for them, we have to be able to speak to the young and the old and in-between.

‘But more and more, age is not a thing when it comes to being a customer unless the product or service is specific to an age group, like retirement villages. Most businesses, such as plumbers and accountants, need to communicate effectively with all age groups. So, we must find “a language that is authentic,”’ she says.

Age-related stereotypes don’t have a place in this team, and it’s recognised that each team member brings their own skills and perspectives as an individual—a person’s upbringing, culture and genetic make-up also play a large part.

Kelly, our Gen Z-er, says the intergenerational setup benefits her professional development: ‘What I was really looking for at my first full-time role was education. And I needed that from people who have had experience.’ This sentiment showcases how Gilligan Sheppard’s diverse team structure provides invaluable learning opportunities for less experienced staff.

Rachel (the Baby Boomer) says she thought twice before applying for the job with the marketing team. She knew she had all the skills needed for the role but wondered whether ageism would consciously or unconsciously rear its ugly head. ‘I needn’t have worried though. Lisa was looking for experience in the role and needed someone who could manage and interview the clients, and she saw me as a good fit. It’s all worked out well.’

Gilligan Sheppard’s success with its intergenerational teams seems to stem from its focus on individual strengths, a supportive work environment, and a culture that values diverse perspectives. By challenging age-related stereotypes and fostering mutual respect and learning across generations, the company has created a workplace where employees of all ages can thrive and contribute effectively.

‘Diversity is diverse thought and diverse perspectives. It’s just getting people from different backgrounds and different experiences so that they bring more to the table.’

‘You can only do that with a diverse team.’

Lisa Garrud – Marketing Director, Gilligan Sheppard and MasterJack Marketing