Bridging hybrid working’s generational divide 

The term 'hybrid work' might have been virtually unknown before the tumultuous events of 2020, but you’d now be hard pressed to find anyone in employment who hasn’t heard of it. It has become the standard working model for many professionals worldwide, and offered managers the opportunity to redefine how productivity is achieved – not just in terms of how much work is completed when it’s no longer confined to a single ‘place’, but the way people go about fulfilling what’s asked of them.

Though warmly received by the workforce at large, the emergence of hybrid working has added another dimension to what has historically been a difficult balancing act – bridging the intergenerational gap that exists at work.

At a glance: what’s needed to make hybrid work for everyone

• Understanding of what makes generations different
• A psychologically safe working environment
• A shared sense of purpose and meaning
• Flexibility and choice over working patterns

While much of the discourse around multigenerational working is rooted in inaccurate stereotypes around communication styles, work ethic, and codes of conduct, it cannot be denied that discrepancies in preference and perspective regarding work are bound to be present among different age groups – each of whom will have been shaped in one way or another by the continuously changing confluence of cultural, political, economic and environmental influences that they’ve crossed paths with down the years.

Making the most of intergenerational working

For employers, dispelling the ‘us vs them’ frame of mind that can arise from these differences presents a not inconsiderable challenge – particularly in a working environment where people might be based in different places – but it’s vital to both harnessing the unique ideas and experiences that exist within a multi-generational workforce and fostering mutual understanding between them.

Our upcoming Employment Trends – Spring 2025 Update, which distils insights from a survey of over 700 professionals into topics affecting the world of work, will provide employees and employers alike with an up-to-date picture of the labour market – which includes the ever-evolving stance on hybrid working. But what’s actually needed to make hybrid work for everyone, regardless of their generation?

1. Understanding of what makes generations different

To harness the benefits of age diversity in a hybrid model, it's crucial to first understand where generations align and where they differ, and our research suggests that how younger cohorts work best can differ greatly to their older peers or those in management. For example, while the vast majority (94%) of under 30s feel that home working allows them to work more efficiently, this figure drops to just 81% for those in the 30-40 age bracket. Meanwhile, whilst more than half (55%) of under 30s feel that hybrid working has had a positive impact on their career progression and upskilling opportunities, just 35% of over 30s agree.

Employers that take steps to understand the reasons behind their teams’ working preferences and perceptions of career progression are not only showing a commitment to enabling everyone to work at their best, but also an interest in recognising what different obstacles people might be facing at different stages of their working lives, and how these can be overcome.

2. A psychologically safe working environment

Psychological safety – or feeling able to speak up with questions and ideas without fear of recrimination – is crucial for maintaining team performance and reducing turnover in any organisation. However, it becomes especially important when integrating an intergenerational workforce – where priorities and preferred ways of working might differ. If these differences are to be used as opportunities for learning, it’s important that people feel their opinions and points of view will be respected and taken seriously, regardless of where they’re based or what pattern they’re working in.

By cultivating an environment grounded in trust and psychological safety, leaders can create room for more creative thinking and diverse viewpoints, which are essential for fostering innovation within any organisation.

3. A shared sense of purpose and meaning

While younger generations are often seen as more passionate about social justice and the concept of ‘making a difference’ in their roles, our research indicates that purpose has become a significant factor for all age groups when evaluating new opportunities.

Facilitating understanding between different generations about their commonalities and differences can help organisations cultivate a more dynamic and cohesive team culture. When people work together in pursuit of a goal that they’re all committed to, they are much more likely to find ways of overcoming the challenges that might arise from working to different patterns and in different locations.

4. Flexibility and choice over working patterns

While it’s important to stress that the structure of a hybrid working model should be at every individual organisation’s discretion, it’s in the interest of employers to make this as inclusive and accommodating of everyone’s differences as possible. It’s also important to remember that people’s characteristics, circumstances or preferences can never be viewed in isolation – they combine in unique ways, and frequently evolve and change depending on the stage they’re at in their lives.

Giving employees choice, or at least some flexibility, over how, when and where they work can make all the difference to their long-term professional satisfaction, which studies have shown has a positive correlation with productivity. The major question for employers therefore will be how – within the dimensions of their business – they can provide staff with the autonomy they need to get the job done.

To find out more about the latest workplace trends impacting your industry, check out our Salary & Recruiting Trends guide 2025.