The Generational Transition: A Development Lever for All in Business

Article of, Grant Alexander, French member of InterSearch Worldwide.

In a rapidly changing world, businesses have learned—sometimes enthusiastically, sometimes reluctantly—to navigate various transitions, particularly environmental and digital. Yet, one major transition remains largely overlooked: the generational transition, linked to the aging workforce. As someone who entered the job market a decade ago, I find the demographic shift strikingly absent from discussions. I see this as a missed opportunity for both collective and individual progress. So, how can we raise awareness and shift perspectives?

A Corporate Social Responsibility

Life expectancy is increasing, and birth rates are plummeting. As a result, France is aging. According to INSEE, by 2030, one in three French citizens will be over 60. This reality fuels debates about aging, end-of-life care, and the sustainability of our pay-as-you-go pension system. However, one crucial aspect is often overlooked: the impact of demographic change on the job market. While retirees are frequently discussed (rightfully so), working professionals are often forgotten. This is regrettable because 2025 will mark another peak in workforce aging: according to INSEE, 35% of the working population will be between 50 and 64 years old. This issue remains largely invisible, partly because half of this age group is unemployed and thus escapes our attention. A study from September 2023 even highlighted that most HR directors admitted to automatically rejecting senior candidates at the request of their management. As a result, France ranks among the worst in the European regarding senior employment. Businesses cannot afford to ignore such a significant and structural societal issue as population aging. They have a role to play. Some may argue that the issue of senior employment is already being addressed. It is—but poorly, and primarily through legal obligations, financial concerns, and other negative angles. We need to shift our perspective and actively embrace this transition. To do so, we must confront one of the most tangible yet frequently ignored forms of discrimination in our diversity and inclusion efforts: ageism. A significant portion of my generation and younger ones harbor numerous prejudices and stereotypes. Those under 40 often pose one of the biggest barriers to generational cohesion, quick to criticize "boomers" without recognizing the valuable contributions they can make.

A Benefit for Businesses and Employees

Retaining senior employees is an undeniable asset for a company’s economic growth. Firstly, it ensures knowledge transfer: abrupt, unplanned departures create risks of losing expertise, skills, and know-how. Bankruptcy, restructuring, decreased productivity, and declining product and service quality—so much waste, all in the name of youthfulness! The presence of senior employees also benefits everyone's professional development. Even with extensive and high-quality education, we still lack practical skills when entering our first jobs. We need those who came before us to teach us the expertise and interpersonal skills necessary for our growth. Beyond this well-recognized advantage, working closely with senior colleagues provides a different relationship with time. It helps us embrace long-term thinking. In a world obsessed with immediacy and instant gratification, seniors offer the gift of patience. Thanks to them, we learn to take a step back, see the bigger picture, and look beyond our immediate personal circumstances.

How to Succeed in the Generational Transition?

A significant part of the answer lies in the hands of HR managers and company leaders. Their role naturally involves fostering close relationships and building collective cohesion. Organizing informal gatherings where employees from different generations can interact, break down stereotypes, and develop smoother relationships is often a crucial first step toward change. Numerous tools and initiatives exist: cross-generational mentoring programs, manager training in intergenerational management, and mixed-age project teams. Senior employees’ expertise can also be valued in various ways, such as through "intergenerational days" where employees share their knowledge on practical cases, preserving corporate memory. Additionally, businesses can implement transition management strategies or reintegrate former employees to pass down company culture and values to new hires. Ultimately, it is time to move beyond merely addressing this issue from a regulatory standpoint and to start treating it with the human approach it deserves.

Source Link

Related: Executive Age: A Key Consideration in Hiring Decisions

About Grant Alexander

InterSearch member in France, Grant Alexander has been a partner in the performance of organisations and their leaders, providing them with comprehensive support for all their skills management and development needs, always with a tailor-made response for over 30 years.

A multi-specialist HR consulting and services group, with 4 activities (Executive Search, Executive Interim, Leadership Development, HR & Organisation Transformation), it operates in all sectors, on all functions (managers/experts /rare profiles), throughout the world. It has several offices in France (Paris, Lyon, Marseille, Nantes, Toulouse), an office in Abidjan for Africa, and is an active member of Intersearch, of which it is the exclusive partner in France.

A socially committed player, Grant Alexander is Lucie 26000 certified.

Our mission: “We are committed, every day, to enable organisations and their leaders to build an enthusiastic future by opening up new perspectives and helping them to develop their full potential.”