I’ve just finished reading Five Generations at Work by Rebecca Robins and Patrick Dunne and It offered some of the clearest thinking I’ve seen on this topic.

From a recruitment perspective, we’re seeing more and more businesses wrestling with generational dynamics: different expectations around leadership, communication, flexibility and purpose. The book captures this moment brilliantly, not just as a challenge, but as an opportunity.

For the first time in history, five generations are working side by side, from Traditionalists to Gen Z. In a world shaped by constant change, this diversity isn’t something to manage. It’s a powerful lever for innovation, inclusion and resilience if we know how to unlock it.

Why this matters now:

• The global workforce now spans five generations.
• By 2030, Gen Z will make up over 30% of the global workforce, and they bring fresh values around sustainability, flexibility and digital fluency.
• Yet 70% of older workers report struggling to connect with younger colleagues  and nearly 50% of Gen Z say the same in reverse.
• Organisations that fail to engage across generations risk lower productivity, fractured cultures and missed innovation.

What the book highlights:

• Move beyond tired stereotypes; “lazy Gen Z” or “change-averse Boomers” and start designing around complementary strengths.
• Companies like LVMH, Mars and EY Foundation are showing what’s possible when intergenerational design becomes part of culture, not just a box-tick.
• As the authors put it: this isn’t a passing HR trend, it’s a systemic shift that leaders at every level need to embrace.

How forward-thinking organisations can leverage this generational richness:

Create “Next-Gen Boards”

• Bring younger employees into strategic discussion. Not just for show, but to shape direction. FT and Gucci now have youth advisory panels. Why not your business?

Rethink mentorship

• Forget reverse mentoring. This is about mutual learning. Pair your most experienced people with emerging talent to accelerate both.

Embrace phased retirement and returner programmes

• Skills shortages? Tap into the experience of over-55s through part-time, project-based or advisory roles.

Launch intergenerational innovation sprints

• Form mixed-age teams focused on real business problems combining fresh perspectives with lived experience.

Personalise career progression

• Align your L&D and wellbeing strategies to life stage, not just job level. Think: digital skills for Boomers, coaching for Gen Z, flexibility for all.

The smartest businesses will stop seeing age as a problem to manage and start seeing it as a competitive edge to develop.