Building Healthy Generational Workplaces

Megan Gerhardt • September 4, 2024

Building Healthy Generational Workplaces

Here’s the most practical generational expertise I can offer: if you want collaboration and learning across generations, you must build a workplace culture that supports it.


“Gentelligence just seems…healthy.”



Those were the words of the head of learning and development at a large hospital last month. He had just finished my book and said he was a “big fan” of the Gentelligence approach. He had shared it with his colleague, and the two of them were hopeful we could work together to bring the approach to their workplace. “We’ve had other generational training before, but as you say, it was so surface level. We’re ready for something more. People want to know what specifically they should be doing differently.”

The word “healthy” has been linked to Gentelligence several times this summer, and I must say, I love it. My 5 minutes of fame on the local news was part of a “What’s New in Health” segment. The American Psychological Association invited me to be part of a main stage session at their national conference, speaking about my work to find practical ways to translate research into practice to help create more psychologically healthy workplaces (see the APA Speaking of Psychology podcast conversation we had on this here).

Gentelligence is absolutely aligned with this mission. Age inclusion is, at its core, about creating an organization where people across ages, generations, and career stages feel valued and appreciated for their unique experiences and perspectives. When we feel this way, our well being improves, as does our engagement and our commitment to those organizations. So how do we create these psychologically healthy workplaces when it comes to age and generation?

(fun fact: image searches for “healthy workplaces” yield many pictures of yogurt, granola, and blueberries. So provide those, but how about some other ideas as well?)


Small bowl of blueberries with some scattered on table

Research Says…


As you know, a big part of my Gentelligence work is translating the existing research we have into practical solutions. The research on this is still in early-stage, but what is out there is promising.  I’m currently up to my ears in it (I’m working on a paper) and this is what the initial work shows: we need to create positive age diversity climates.


A magnifying glass laying on scattered papers
  • A 2011 study by researchers Kunze, Boehm, and Bruch in the Journal of Organizational Behavior found that the impact of age diversity on performance is moderated by the organizational climate. That means a positive age diversity climate—where age diversity is valued and supported—enhances the benefits of having a diverse age group. Conversely, a negative climate can lead to challenges and undermine the potential advantages of age diversity. In other words, whether our age diverse workforce is a benefit or a hindrance comes down to the environment we create to support it.
  • In 2014, this research was taken a step further in a study done by Boehm, Kunze, & Bruch, focusing on the role HR practices could play in creating that age-inclusive climate. They define an age-diverse climate as follows:
    “It reflects a shared conviction that age is no potential stumbling block in making progress within the organization. …an age-neutral organizational behavior toward all groups; that is, not only should older employees feel free from age-related discrimination but so should younger workers”

    This study recommended that bundles of HR-inclusive practices should relate to knowledge, skills, and abilities (e.g., age neutral recruiting & equal access to training and education), motivation (e.g., equal opportunities for promotion & responsiveness to the unique needs of different age groups), and also opportunities to contribute (promoting and valuing the contribution of all ages).




Take the First Step


So let’s start there. Taking an honest look at your workplace, is your recruiting age-neutral? Are those pesky words like “energetic” and “fresh” showing up in your job descriptions? Is there a lingering requirement for 3-5 years of experience for entry-level positions, even though no one remembers why that even matters any more?

When it comes to upskilling, is everyone equally able and encouraged to access training in those ever-important future of work skills, whether that’s AI, wellness training, or digital literacy? How much attention are particular segments of your workforce receiving as compared to others? (As a Gen Xer, I rarely hear companies wondering what we in the 45-60 year old age group are needing or wanting to stay engaged and committed!).

More progressive companies are thinking creatively about how to make sure employees across ages and career stages feel seen, understood, and valued. One of my most read LinkedIn posts last year was a mention of a Wall Street Journal article about grandparent leave.

Eldercare is a significant need for people in my age group (who have aging parents yet are potentially still supporting their teen and young adult children as well). This trend will continue to grow. According to Met Life, “Wearing both caregiver and employee hats comes at a cost: according to MetLife, people with elder-care responsibilities can cost their employers as much as $34 billion a year overall, thanks to absenteeism, disengagement, turnover, and increased healthcare costs for themselves”.  Some workplaces such as Johnson & Johnson have responded by establishing impressive caregiving resources as part of their benefit program.

Menopause leave is also a relatively new and promising benefit for organizations. A 2023 Bank of America study showed that “64% of women want menopause-specific benefits, yet only 14% believe their employer recognizes the need for them.”


In Case of Emergency…

Toy yellow ambulance van driving across white porch boards.

For younger employees, initial survey data shows a high value being placed on greater mental health support from employers. Interestingly, but perhaps not surprising for a cohort that began their careers during a global pandemic, the availability of emergency funds if needed also rates high for Gen Z.

I’d love to start a dialogue about other ways we can support and recognize the unique needs of employees in different age groups and career/life stages. What are you seeing? What would you love to see?


By Megan Gerhardt February 13, 2026
It has been said that everything old becomes new again on a long enough timeline. There's a fascinating generational trend I've been seeing among younger Gen Zs and the oldest of Gen A (Note: I am not calling that generation Gen Alpha, because that name is nonsensical and outdated already, and that generation is barely in their teens. More on that soon)--a craving for low-tech, no-tech, screen-free experiences. Gentelligence focuses primarily on generational dynamics in the workplace, and I do predict this will have implications for where and how these generations want to work. Despite the chaos surrounding back-to-office policies and experiments, our youngest members of the workplace (and our soon-to-be newest employees) are showing signs that they value time away from screens. I first noticed this last year among my own students, who were overwhelmingly setting change goals in my change management class focused on reducing screen time. Versions included "cleaning up my sleep routine" (putting the phone away at least 30 minutes before bed, eliminating blue light before bed, reading physical books), "reduce my weekly screentime", "stop doomscrolling", and "impose limits on TikTok and Instagram time". It was a sign that it was no longer just their parents or older generations who wanted them off their phones; they wanted themselves off their phones, too. For a wave of young people raised in an era of tech overload, it seems we have reached the point of maximum saturation, and they are pushing back. As one of my students astutely mentioned to me last year, "There are no boundaries now...our generation is just trying to figure out how to put some of them back." I've doubled down on the need for this in my teaching, having conversations with students about how to ethically use AI as a thought-partner while balancing protected time for our most scarce resource these days: deep thinking and connection. It was this need, coupled with the overwhelming research showing the improved retention and learning that occurs when students handwrite their notes and put away their laptops in class, that led me to declare our classroom a laptop and phone-free zone. We still use slides to guide conversations, but there are no longer 30 laptop screens popped up in front of them, distracting even those who are trying hard to focus. Surprisingly, I've had very little pushback. I was concerned they would feel like I was forcing them backwards, but collectively we seem to be exhaling. The discussions have never been better. As our younger Gen Zs reach young adulthood and our oldest Gen As become teenagers, they are emerging from a kind of social experiment they entered unwittingly — a life that has never known a world without constant screens. They are realizing how different they feel when they unplug. Gen Z and Gen A even have a term for this: touching grass. That's right, when the default is constant tech immersion, they had to come up with a phrase to represent the intentional effort it takes to step away. Whenever possible, I try to engage in some real-time generational anthropology, just to explore my hunches and (when possible) debunk stereotypes. Gentelligence is all about being curious rather than judgmental, and I am most definitely curious about these early signs that our younger generations are seeking a better balance between their tech and non-tech worlds. Last month, I was in Chicago for a keynote and found myself in a trendy food hall over lunch. There were little shops surrounding the food hall, including one of my all-time weaknesses, a stationery store . Pens! Journals! Paper! Notebooks! (I, too, love the analog. After indulging myself in a number of vital paper goods, I was tucking into a sandwich in the food hall and saw a (literally) noteworthy sight: a table of early 20-somethings, gathering on their lunch hour and...writing in their journals. Multi-colored pens, stamps, and conversation were plentiful. There was not a phone in sight. That in and of itself was remarkable. It turns out that stationary stores are experiencing a resurgence . Knitting, crocheting, embroidery, and sourdough baking are also all having a moment. Physical books ( and bookstores! ) are making a comeback. A few weeks later, I was at another event, this time a very trendy commercial interior design conference, where we were discussing ways to design spaces that promote intergenerational interactions (yes, it was as cool as you might be thinking). I saw a young designer at the cocktail hour and walked over to introduce myself. I asked if I could pick her brain on something, as I figured it was part of her JOB to be up on the latest trends. I asked her whether she was feeling a personal pull to use less tech, or if this was something she had seen among her peers. That's when she told me about Analog Bags . (I won't go down that rabbit hole here, but feel free to explore the link and know that I am absolutely creating my own Analog Bag as we speak). At that same design conference, a book was recommended to me: Megatrends by John Naisbett. The gentleman who suggested it said it changed his life. He thought I would find it interesting, given my interest in generational trends, behavioral cycles, and, of course, my classes in change management. I ordered it as soon as I got back to my hotel room (fun fact: it was published in 1982, so you'll have to find a vintage copy!). I've been devouring it, and among the many eye-opening insights was the observation that " the more 'High Tech' we become, the more we need 'High Touch.” Now, Naisbett was referring to the high-tech era of the early 1980s, when personal computers were entering the scene, but the relevance of the comment almost 45 years later, in the age of AI, was not lost on me. Those who have lived their entire lives as products of high-tech are now blazing the trail to meet their need for high touch. Let this be my formal declaration (for whatever it's worth) that I predict our youngest generations will lead us back to a balance between tech and high-touch: they are the proverbial canaries in the coal mine, and their message is clear. They are living, breathing embodiments of a life flooded with endless tech, fake news, constant connectivity, dopamine hits, and input dictated by algorithms, and it appears they may have had enough.
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