Companies such Walmart in the US have long recognised the value of older workers, hiring them for their experience and knowledge. Yet many organisations remain less enlightened, and ageism still excludes too many from the workforce.
In Ireland, employers are beginning to look more closely at the benefits and challenges of a multigenerational workforce spanning everyone from Gen Z to Boomers and beyond.
Disrupting stereotypes
The biggest challenge older workers face is age discrimination, says Dr Catherine Elliott O’Dare, assistant professor in social policy at Trinity College Dublin. “Ageism – defined by the World Health Organisation as stereotypes (how we think), prejudice (how we feel) and discrimination (how we act) directed towards people on the basis of their age – remains pervasive.
“An inclusive intergenerational workplace is the most effective buffer against ageism and the negative outcomes experienced by individuals and organisations.”
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Experience that steadies teams
Older workers bring a depth of expertise that only decades of experience can provide, says Colm Scannell, IT director at Chadwicks Group. “Having worked in the IT department at Chadwicks for over 30 years, I’ve seen how senior staff can quickly recognise patterns, anticipate risks and act before issues escalate. In high-pressure environments, that ability to balance urgency with sound judgment is invaluable.
“The insights gained over a long career don’t just resolve technical challenges, they also steady the team, anchoring it with perspective and knowledge built over time.”
Challenging misconceptions
Bias in hiring, assumptions about adaptability and reduced access to upskilling all remain barriers for older employees, says Jesse Harriott, executive director of Workhuman iQ Institute. “Our recognition data shows that when companies build cultures that actively celebrate contributions from all ages, older workers thrive. Recognition helps counteract stereotypes – for example, highlighting innovation, flexibility or mentoring moments from older employees makes their impact more visible and valued.”
The idea that older workers resist change is one of the most persistent myths, Harriott says. “We frequently see older employees recognised for adopting new technologies, leading transformation initiatives and helping colleagues navigate change.”
Diversity of decades
“At Dublin Zoo, age diversity is one of our strengths,” says Eddie O’Brien, team leader at the zoo. “We have a workforce that spans generations, plus over 100 volunteers, many of them retired. It’s always amazing to see people from older generations giving up their time to share their wisdom and I think the visitors really appreciate that.
“There is a great balance in the team in general. Older keepers often have long-standing bonds with animals and know their histories in detail, while younger keepers bring fresh approaches and energy. Working together ensures the highest standards of care.”
Younger employees often bring fresh perspectives and technical know-how, while older colleagues contribute deep business knowledge and seasoned judgment, says Scannell. “I’ve seen projects succeed because staff of all ages combine their strengths. In one case, younger staff introduced new tools while senior staff ensured those tools were applied effectively across the business. Together, they achieved results neither group could have delivered alone.”
Knowledge transfer
Research tells us the engagement in knowledge transfer in the workplace was found be mutually fulfilling and beneficial across generations, with bidirectional knowledge (from older to younger, and younger to older) sharing practices fostering positive attitudes about ageing for older and younger employees, says Elliott O’Dare.
“Mentoring opportunities support motivational benefits with workers keen to engage with learning and job progression across generations and contributes to staff retention,” she says. “In some studies, when younger workers were asked about their opinions of older workers, younger workers viewed their older colleagues as helpful, experienced and willing to share knowledge. And they considered them reliable and hardworking. These positive views about older workers were found to increase work engagement for all workers.”
When we analyse recognition flows in age-diverse teams, we see stronger networks of collaboration and more frequent acknowledgment of mentoring and knowledge sharing, Harriot says. “These cultural micro-signals directly map to performance outcomes: faster problem solving, better customer alignment and stronger innovation.”
The future of work
Global population ageing is the defining trend of contemporary societies, says Elliott O’Dare. “People are living longer and healthier lives, with many older workers choosing or mandated to extend their working lives to support pension shortfalls, for life satisfaction or to comply with government policy.
“As a result, older and younger adults will share their working lives for longer periods than previously anticipated. A supportive, age-friendly, age-inclusive work climate is beneficial to all generations as it is proven to increase job satisfaction, organisational commitment and worker wellbeing.”
