Thanks to an ageing population and better health, plus the rise of older people working for longer, the modern workforce is made up of four generations -

● Boomers (born between 1946 and 1964)


● Generation X (born between 1965 and 1976)


● Generation Y or Millennials (born between 1977 and 1997)


● Generation Z (born after 1997)

If you count Traditionalists (born before 1946), you might even have five generations working alongside each other.

Harnessed correctly, these multi-generational teams can bring big rewards for your organisation.

The benefits of a multi-generational workforce

Each generation brings its own strengths to your team.

20-somethings can offer you

• Enthusiasm and energy

• New ways of thinking that others in your team might not 

• The latest skills and up-to-date tech knowledge

• Flexibility due to fewer outside commitments

Employees in their middle years can offer you

• Experience

• Motivation

• A balance between experience and new thinking

Older candidates can offer you

• Even more experience

• A wise head which can balance the naivety of younger team members

• Stability and a good work ethic

Put together, a team from different age groups can actually increase productivity, and creativity and innovation, be better at problem-solving and offer you a wider range of communication styles when it comes to getting your organisation’s message out.

Seven tips for hiring from diverse age groups

So now you know the benefits of having a diverse group of ages amongst your team, how do you ensure that you attract a range of candidates and that they are the right fit for your organisation? Here are some tips to guide you through the generational recruitment process.

#1 Create a non-discriminatory job ad and be careful of using language that might exclude certain candidates. If you have some nice-to-haves but not must-haves in your job description, encourage people to apply even if they don’t tick all those boxes.

#2 Be as flexible as possible in your work criteria and benefits. For people in their 30s and 40s juggling work with family or other commitments, benefits such as four-day weeks or nine-day fortnights, extra annual or sick leave, hybrid working arrangements and flexible start/finish times can be an attractive part of a job offer. Older candidates looking to combine work with a partly-retired lifestyle would also welcome flexibility.

#3 Be conscious of bias. When humans are involved in the recruitment process, unconscious bias is a real issue. We tend to think more favourably of people who look like ourselves and are prone to thinking that someone who doesn’t fit neatly in the box is a problem. You can counteract this by using technology to help with your initial candidate sift to reduce bias. For example, you could use an applicant tracking system that simply matches CVs to specific skills and keywords without considering other factors. You should always try, wherever possible, to have a diverse interview panel.

#4 Ask for a cover letter and review them carefully as CVs may not tell the whole story for candidates. Young candidates and those returning to work after a break for family might lack experience or have gaps in their CVs, but a cover letter may explain them and offer other areas that compensate.

#5 Use the interview to cover any perceived gaps in the candidate’s CV or any concerns you might have about their skillset or fit within your organisation.

#6 When it comes to younger candidates, how they might fit within your organisation is as important as their skills and experience. A candidate with the right attitude can be taught the skills they need. But doing the opposite is harder.

#7 Don’t be put off if an older candidate is applying for a job you might consider them overqualified for. There might be a great reason for their application, such as wanting to reduce hours, responsibilities or stress levels.

Lastly, remember that today’s recruitment process is as much about the candidate finding out about their employer as it is the other way around. In fact, a survey run by the Boston Consulting Group (BCG) found that over half of respondents would turn down an otherwise good offer if the recruitment process was bad. When you are looking at candidates from these groups, they are more likely to have clear ideas of what they want the role to offer. If you want to attract the best candidates, you need to make your organisation attractive and ensure your recruitment process is one that works.