A multigenerational workforce is here to stay. Many workplaces now span up to five generations. This shift reflects a changing demographic landscape: older generations are living longer, staying healthier and often rethinking retirement. At the same time, many younger people are opting out of university and entering the workforce earlier through apprenticeships after finishing school.

Bringing together individuals at different life stages and with unique experiences can present challenges. However, by acknowledging these differences, employers can build productive and motivated teams. 

Below are five strategies employers can use to foster a more inclusive, cohesive, and high-performing multigenerational workforce.

1. Harness the strengths of a multigenerational workforce

Different generations bring distinct and complementary strengths to the workplace. Younger generations are widely perceived as innovative and technologically fluent – a view that almost half of jobseekers hold, according to Indeed’s Global Talent Report. They’re also seen as more likely to care more about an employer’s ESG stance. 

In contrast, older generations are often seen as contributing valuable experience that benefits teams as a whole. According to other jobseekers, they rank highly in communication and loyalty. 

Though these are perceptions rather than objective facts, they offer helpful insight into how different generations are viewed in the labour market. Employers can use this information to better understand how generational strengths are perceived within their own teams and to ensure that those strengths are recognised, valued and supported.

2. Encourage cross-generational collaboration

Recognising generational strengths is one thing, but making the most of them is another. Blending fresh ideas with experience builds more innovative and resilient teams. But this doesn’t happen automatically.

Employers can play a key role by creating opportunities for cross-generational learning and connection. This might involve formal mentoring programmes, reverse mentoring, cross-age project teams or simply encouraging informal knowledge sharing.

3. Offer flexibility that works for everyone

Despite perceived generational differences, recent reports find that jobseekers of all ages agree on what motivates retention. Competitive salaries and benefits top the list for 67 per cent of jobseekers. Second are flexible working arrangements, followed by initiatives that support work-life balance. Both of these reflect the importance of giving employees more control over how and when they work.

Businesses can benefit by acknowledging this shared motivator and implementing policies that reflect employee needs.

4. Check for hidden age bias in job advertising

Perceptions of age-related bias can deter applicants from all age groups, whether younger candidates are overlooked because of limited experience or older candidates feel excluded by language that implies a preference for youth. Even seemingly neutral phrases such as ‘recent graduate’ or ‘digital native’ can subtly signal who is or isn’t welcome to apply, while rigid job requirements may limit opportunities for younger applicants.

To attract a truly multigenerational workforce, employers should review job advertising and hiring practices to ensure they are accessible at every career stage. 

5. Start with skills, not CVs

Similarly, traditional hiring methods, which are experience focused, can disadvantage early-career candidates and older workers with non-linear paths. More than a third of jobseekers and employers across generations believe a skills-first approach would make hiring fairer by focusing on what candidates can do, not just their past roles. 

For employers, this means rethinking job requirements by identifying the skills, knowledge and competencies needed for the job on day one. This can help distinguish which skills are necessary and which can be taught. Businesses can also state that jobs require ‘no degree’ or that applicants are encouraged to apply even if they do not have previous industry experience. 

Building strong multigenerational teams

A multigenerational workforce brings a wide range of strengths and expectations. To make the most of this diversity, employers should listen to individuals while also recognising the broader influences that shape different generations.

Skills-first hiring, flexible work options and inclusive practices can help attract and retain talent across age groups. Just as important as these policies is creating space for open dialogue, where employees feel heard and supported. This, in turn, helps build fair, adaptable workplaces that meet a range of needs and, ultimately, stronger and more engaged teams fit for the future.

Matt Burney is senior strategic adviser at Indeed