Never have so many generations coexisted within the same workplace, each bringing distinct perspectives, skills, expectations, and challenges. Diversity has become a constant in our daily lives, yet few organizations have truly recognized inclusion as one of the key drivers of progress. Even fewer have found the “right” model to harness the potential of all talent, regardless of age.
It is true that companies must rejuvenate. But should this come at the expense of excluding experienced professionals, those aged fifty and above, thereby depriving younger employees of the learning and legacy that only senior colleagues can provide?
Younger employees are often seen as engines of innovation, agility, and technological adaptation. Having grown up in a digital environment, they learn new tools quickly and bring fresh perspectives to problem-solving. Their energy, creativity, and willingness to challenge the status quo are essential for organizations to remain competitive and relevant. Yet these same traits present managerial challenges. Two stand out in particular:
· The relationship with work: Today we find an enormous diversity in how younger generations approach their professional lives. Some are highly ambitious, eager to climb quickly into positions of greater responsibility, knowledge, and compensation, and yes, salary remains one of the most valued drivers across generations, even as the search for non-material forms of fulfillment grows. Others, however, prioritize balance between personal and professional life, unwilling to cross the boundaries they have set. This trend, which some authors call quiet ambition (following quiet quitting, quiet Fridays, or quiet vacations), emphasizes personal time, stress management, and the preservation of mental health.
· The role of leadership: Younger generations are, on average, more qualified, and this has profoundly changed the confidence with which they enter organizations. They seek environments that grant autonomy, impact, and proximity to decision-makers. Consequently, they show lower tolerance for traditional leadership models based on authority and control. They look for “new generation leaders”. Those who listen, influence, support, and create the conditions for growth. This presents a true challenge for today’s leaders.
Experienced employees, in turn, bring a wealth of knowledge, strong professional networks, and a strategic vision built over years of experience. They are often the anchors of organizational culture and the guardians of corporate memory. Their ability to anticipate risks, manage crises, and mentor new generations is irreplaceable. Yet they are too often seen as “costly” or “obsolete,” frequently the first to be dismissed during restructuring processes.
This reflects a persistent stigma, ageism, that bears little resemblance to reality. Many companies waste enormous reserves of expertise due to this age-related prejudice. Retaining professionals beyond the age of fifty, while keeping them valuable to both the company and the market, is a shared responsibility between organizations and individuals. Companies must promote lifelong learning, investing consistently in training and development. Professionals, for their part, must remain curious, actively seek updated knowledge, and engage with other generations.
While the responsibility is shared, organizations play the most decisive role in fostering generational inclusion. Many of the companies that complain about a lack of talent are the same that fail to create environments where all generations feel valued and can contribute fully. The real challenge lies in designing inclusive organizational models that promote intergenerational collaboration and continuous learning. Only then can the best of each be leveraged, the boldness of youth and the wisdom of experience.
The future of organizations depends on recognizing that talent has no age. Valuing generational diversity is not merely a matter of fairness or social responsibility; it is a critical and differentiating factor for corporate sustainability and progress. We must develop inclusive leaders who can harness the unique qualities of each generation and turn diversity into a lever for growth.
Because when we succeed in bringing youth and experience together, everyone wins.
Isabel Viegas, Professor at CATÓLICA-LISBON