As part of the Master in International Tourism , Universitą della Svizzera italiana (USI) hosted a public lecture titled "XYZ, Young Generations and the Future of Work" on Tuesday, 25 March. The lecture was delivered by Rachele Focardi, an expert in generational dynamics in the workplace. She spoke with TeleTicino about the relationships between different generations in the professional environment.
"We find ourselves in a unique moment in history: up to six generations are working together, something that has never happened before," Rachele Focardi explained. "The youngest are Generation Z, who are entering the world of work and will soon represent a large percentage, and Generation Alpha, made up of the youngest children, who are entering high school." As the expert explained, in the current work environment, everyone is expected to contribute. Still, the various generations have different backgrounds, as they have been influenced by the historical era in which they grew up. "To collaborate effectively, fostering a spirit of understanding and awareness of each other’s differences is essential. Unfortunately, many companies face challenges in collaboration between different generations, as these groups often do not view working together as a valuable opportunity for progress and positive change," commented Rachele Focardi.
In Switzerland, the significance of intergenerational collaboration is evident. The University of St. Gallen has been organising a symposium on intergenerational dialogue for over 50 years. During this event, participants discuss the responsibilities different generations have toward one another and explore how they can tackle interconnected issues through collaboration across generations.
According to a recent study, almost one in five Generation Z employees is dissatisfied with the collaboration with older generations: "I believe this dissatisfaction goes both ways," said Rachele Focardi, "89% of employees find it difficult to work with other generations, and more than 90% say they experience intergenerational conflicts on a daily or weekly basis. This shows us that not just the younger generation is facing challenges; the existing workforce, including older generations, also struggles to understand the newcomers entering the job market. This situation underscores the need for recognition and acceptance that the nature of work has fundamentally changed. The traditional approach that worked for baby boomers-starting at the bottom, gradually working your way up, and strictly following authority-no longer holds today. The new generations want to join companies and have an impact while being followed and supported. Obviously, this vision can initially be difficult for existing employees to understand because they have had a completely different experience."
The relationship between different generations is often strained by mutual prejudices. A prevalent belief is that newer generations lack the strength and stamina of their predecessors: "This is not true at all," explained the expert, "The younger generations are growing up in an increasingly complex world; therefore, they are facing challenges that other generations may not fully understand because they have not experienced them." On the other hand, the older generations are often accused of being resistant to change and individualistic. "These statements are not true either. This is precisely why understanding each generation’s context is important; without it, we easily fall into stereotypes," said Rachele Focardi.
However, there are also virtuous examples in which the policy of generational inclusion works effectively, bringing remarkable results; as Rachele Focardi explains: "I have collaborated with exceptional baby boomer leaders who recognise the importance of change. For that very reason, they have created multigenerational teams where everyone, regardless of age and experience, is considered equal. This approach encourages collaboration and the collective effort to find solutions together. In some companies, young employees with less than a year of experience are being placed alongside board members to participate in strategic decision-making. This approach not only incorporates perspectives from individuals who are often closer to consumers but also fosters a mutual exchange of knowledge. Younger team members can teach their colleagues how to use technology effectively and encourage alternative ways of thinking about problems. In return, they learn from the more experienced generations about customer engagement and company policy development."
The full interview with Rachele Focardi, conducted by TeleTicino, is available at the following (from minute 5:00).
Six generations in one office: a limit or a resource?
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