There’s a common misconception that dealing with different generations in the workplace requires lots of conflict management. In reality, understanding generational differences in the workplace is no different than any other approach to creating an inclusive working environment.

In fact, what may be the issue isn’t multigenerational diversity but rather the misperception that differences exist. Ultimately, generational conflicts at work may stem from unconscious bias as much as from genuine differences in opinion or values, and companies need to mitigate its impact.

Managing generations in the workplace can mean untangling different working or communication styles, as well as combating age-based stereotypes that can impact someone’s work performance.

For instance, if an older employee is told they aren’t technologically savvy, they are more likely to struggle through training for a new tool or platform. Generational stereotypes can become a self-fulfilling prophecy.

When managed properly, on the other hand, generational diversity offers a wealth of benefits to businesses. Here’s how to capture those benefits.

1. Be open and honest

The first step is to explain generational differences within the workplace. Openly talking about age-based stereotypes, hosting role-reversal exercises, and highlighting the ways in which age differences can bring success to the team help increase awareness of biases in the workplace.

Awareness is the first step towards becoming more forgiving of age differences.

2. Adapt to life stages

Rather than thinking about your team members as baby boomers, Gen X, Gen Z or millennials, consider what stage of life each person is in.

Take, for instance, flexible working conditions. Parents need the flexibility to design their own workday around caretaking. Others may prefer working from home to allow them to finish a part-time degree.

Adapting your work strategies to work across different needs will make your company attractive to any generation.

3. Don’t make age-based assumptions

Age-based assumptions are as dangerous as any other type of generalisation. At best, you risk misunderstanding or underestimating your talent; at worst, you risk running into a discrimination lawsuit.

It’s surprisingly common, and easy, to lean on stereotypes when managing different generations. Offer training and awareness to try to prevent this from happening.

4. Include everyone

Build generationally diverse teams to foster a greater understanding of everyone’s strengths and weaknesses, and offer leadership positions based on talent rather than age. Create mentoring and reverse-mentoring programmes so workers of all ages can learn from one another.

The more inclusive you are, the more likely you’ll build a cohesive group that supersedes generational stereotypes.

5. Diversify communication styles

Regardless of age, everyone has different communication preferences. Some generations prefer in-person communication more than others.

Send around a short survey to learn what preferences each employee has when it comes to communicating. Then, make sure tools are in place to enable everyone to communicate comfortably.

6. Create specific benefits

The benefits that will appeal to employees vary based on life stage, not generation. Consider designing benefits packages based on your employee’s needs, such as phased retirement programmes for baby boomers, and mental health support or student loan repayment assistance for millennials.

7. Prioritise age-diverse teams

There are numerous ways to overcome age bias in the hiring process. Blind hiring is one such technique; skill testing is another. Recruiters should make sure hiring decisions are based on merit rather than age.

Allows candidates to perform tasks relevant to the job they’ve applied for and showcase their abilities in the process.

8. Develop retention practices

Don’t limit your use of skill tests to the hiring process. Skill assessments can be used to ensure candidates are ready to take on a new project, test the efficacy of a training and development programme, or identify leaders in the organisation.

Training, leadership and new challenges can keep employees engaged and motivated, which is key to building loyalty and improving retention.

This article first appeared in Vervoe.

At Vervoe, their mission is to fundamentally transform the hiring process from mediocracy to meritocracy.