Why multigenerational teams are key to business success

In today’s evolving professional landscape, multigenerational workforces are becoming an integral part of successful organisations.

Sarah Mavius, Head of the Returners Programme at FDM, shares her insights into why building and promoting a multigenerational workforce is essential, the challenges older workers face, and the unique benefits of a truly diverse team.

Sarah’s own journey exemplifies how experienced professionals can return to the workplace. After an impressive 18-year career spanning global financial services where she managed group accounting in London, Tokyo, and Hong Kong, she took a break to spend time with her family.

“Returning to work I came across FDM and applied to join the programme, which was in its first year, loved the initiative and wanted to get involved.”

However, older workers looking to return to work face a number of challenges, that remain a barrier to their entry.

Ageism bias remains a significant barrier for older employees in the workplace with preconceived notions about them not being tech savvy.

Older workers, particularly after a career break may suffer from a lack of confidence in their own abilities and their self-doubt can align with external perceptions. They may also have concerns about the social aspect of returning to work and integrating into a potentially younger team and the kind of support they receive.

The power of multigenerational workforces

For the first time in history, we have five different generations working together:

The Traditionalists, Baby Boomers, Gen X, Millennials and Gen Z. Leveraging the unique talents that each generation brings, is a business imperative to stay competitive and relevant.

Younger generations bring a natural tech savviness and trend awareness while senior employees add experience and domain knowledge – creating a dynamic blend of perspectives that boost innovation and productivity.

At FDM, we prioritise creating these blended teams by designing programmes and initiatives that value diverse skill sets and experiences. This approach promotes:

• Multi-directional flows of knowledge: Instead of traditional top-down mentoring, we encourage two-way learning. The exchange of ideas between consultants with diverse life experiences, maturity levels and communication styles, creates a collaborative learning environment. This promotes overall professional development for the whole team.
• Customer-focused solutions: Multigenerational teams better reflect the diverse customer base they serve, improving understanding of customer pain points that leads to better problem solving and creating more focused solutions.
• Engagement and retention: Employees in inclusive teams feel valued, increasing engagement, boosting productivity, and reducing turnover.

This culture doesn’t just benefit individuals – it impacts the bottom line positively. Cross-functional, multigenerational teams drive creativity and collaboration, which are key to sustained business success.

The importance of allyship to counter ageism bias

Sarah highlights some of our own FDM Consultants who joined our Returners Programme after significant career breaks:

Anthony Frankel spent 19 years working as an Infrastructure Projects and Logistics Manager before being made redundant in 2021.

Speaking of his experience of job-hunting following redundancy Anthony said, “Having been made redundant at the age of 65 and with a long-standing disability that significantly impairs mobility, I quickly realised that it would be extremely difficult to apply for any significant roles in IT, as employers would invariably favour younger and fitter candidates. Those factors, along with redundancy, don’t tick many boxes!”

Anthony joined FDM in March 2022 and subsequently went on assignment for a global banking client as a Technology Project Manager.

He believes his biggest challenge was to regain confidence that at a mature age he would be able to return to a major role in a first-tier organisation.

Sarah emphasises how people from different age groups can be allies in changing the status quo by advocating for older workers, challenging stereotypes and fostering inclusivity. This support is pivotal in:

• Changing perceptions and encouraging learning across all age groups
• Building empathy and a sense of belonging for older workers
• Diversifying company culture and improving employee satisfaction

Sarah notes, “Allyship doesn’t just help older workers; it benefits the entire organisation. By embracing diversity and promoting inclusivity, businesses can unlock a deeper sense of collaboration and community within their teams.”

Who are we looking For?

When building these teams at FDM, we look for candidates with a mix of:

• Experience: Transferrable and directly relevant skills
• Soft skills: Good communication, adaptability, and emotional intelligence
• Maturity and life experience: These qualities often translate into sound judgment and strong leadership potential

FDM Consultant Suzanne Lowe had a 20-year career in the software and project management industry before her career break. She joined the FDM Returners Programme in 2016 and currently works as a Scrum Master.

Talking about her experience, she says –

“Back in 2016, the attitude towards career returners was very different to what it is now. My web searches into this at that time showed FDM to be one of the very few companies who saw, and wanted to actively nurture the potential of those like me who possessed a lot of valuable professional experience and wanted to return to the workplace.”

Sarah explains, “We value individuals who may have taken non-linear career paths or have had career breaks. Their unique experiences enrich our teams. Returning to work after a break can be daunting, but with the right support and mindset, it can also be incredibly rewarding – for individuals and the organisations that embrace them.”

Transferable skills

For older workers, recognising and emphasising their transferable skills is key. These include leadership, problem-solving, strategic thinking, and interpersonal communication – qualities honed through years of experience.

Multigenerational workforces are the future of successful businesses. Sarah’s own journey highlights how organisations like FDM can lead the way by building inclusive environments, addressing biases, and unlocking the potential of diverse teams.

Sarah concludes – “Organisations should create more opportunities for senior professionals to join their teams and in doing so, leverage and benefit from their expertise and add value to their business.”

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