- Liderazgos Intergeneracionales
- Innovamos junto empresas y expertos la gestión de la Diversidad Generacional
- Desarrollar el principio de igualdad de oportunidades. En particular, el respeto al talento, con independencia de la edad de los profesionales en lo que se refiere al acceso al empleo, a la formación, desarrollo, promoción profesional y a las condiciones de trabajo. Nos comprometemos a practicar y demostrar un trato igual, que asegure un adecuado desempeño e impulse la progresión personal y profesional de nuestro equipo humano, en los distintos ámbitos:
- 5.1. Reclutamiento y selección; detectar los mejores profesionales, fundamentándose en una selección basada en el mérito y las capacidades de los candidatos.
- 5.2. Contratación; garantizar mecanismos que permitan asegurar que en la contratación de personal no se establece discriminaciones por razón de edad.
- 5.3. Formación; asegurar la formación y capacitación de cada persona en los conocimientos y habilidades que se requieren en cada circunstancia, motivando a las personas y promoviendo la igualdad de oportunidades.
- 5.4. Promoción, desarrollo y compensación; compromiso de desarrollar, estos modelos, valorando sólo aquellos conocimientos y habilidades necesarios para realizar el trabajo, con independencia de la edad a través de la evaluación de objetivos y desempeño.
- 5. 5. Apoyo a los trabajadores conforme a sus capacidades, garantizando su ocupación efectiva.
- 5. 6. Implementación de medidas de conciliación que se adapten a la diversidad generacional.
- 5.7. Impulsar políticas de comunicación transparente, alentando la innovación y concediendo la autonomía necesaria en el ejercicio de las funciones.
- Intergenerational Leadership Is Key To Organizational Success
- Karen Perham-Lippman- Forbes Councils Member- Forbes Human Resources Council
- Apr 16, 2024
- Worldwide, people are living longer. Several factors contribute to higher life expectancies, such as advances in healthcare, a greater emphasis on nutrition and people staying physically active as they age. These things have helped mitigate or prevent chronic diseases that are leading causes of death, like heart disease, cancer and diabetes.
- By 2030, the number of American adults aged 65 or older is expected to reach 72 million, accounting for 20% of the population. This is significant because research also indicates older Americans are working for longer periods and dedicating more time to their jobs compared to previous generations. In fact, the International Longevity Centre UK predicts that by 2040 employed individuals over 50 will represent 37% of the U.K. workforce. This trend is not only financially motivated but also linked to the benefits of social engagement and staying mentally and physically active.
- In an era marked by rapid technological advancements and shifting demographics, the concept of intergenerational leadership may serve as a key factor for organizational success.
- What is intergenerational leadership?
- Intergenerational leadership is based on the idea that each generation has something valuable to offer each other and the workplace. This requires actively considering each generation's needs and characteristics to foster meaningful connections and engagement between them. Intergenerationally minded leaders encourage cross-generational partnerships, mutual respect and continuous learning. They also promote equality through horizontal leadership, rather than hierarchies.
- A vivid example of intergenerational leadership and its transformative role comes from the UN Women's 2020 Generation Equality Forum, which emphasizes youth leadership and intergenerational partnerships as crucial drivers for achieving gender equality. The forum showcases how the contributions of the younger generations, when combined with the experience of advocates and visionaries of all ages, can create impactful solutions for a more equal world. This initiative highlights that sharing power across generations can help ensure an equitable agenda for all.
- The Benefits Of Intergenerational Leadership
- Organizations that prioritize intergenerational leadership stand to benefit in numerous ways.
- • Improved Problem-Solving And Decision-Making: Leveraging the diverse perspectives and experiences of different generations can enhance teams' and organizations' ability to solve complex problems and make better decisions.
- • Increased Innovation And Competitiveness: By harnessing all generations' diverse talents and strengths, organizational leaders can boost innovation and competitiveness in the market.
- • Enhanced Inclusion And Engagement: By fostering a culture that values and respects generational diversity, organizations can cultivate inclusive workplace environments.
- How To Practice Intergenerational Leadership
- As multiple generations coexist in the workforce, organizations must be able to harness the benefits of this diversity. By fostering a culture of inclusion, respect and collaboration, leaders can leverage all these unique experiences and perspectives. Here are some tips to help you become an intergenerational leader.
- • Understand Your Workforce: Recognize and value differences and similarities among generations. Avoid stereotypes and generalizations, and treat each individual as a unique person.
- • Increase Collaborative Opportunities: Encourage and facilitate cross-generational collaboration within teams and for projects, tasks and initiatives. Provide clear goals, roles and expectations, feedback and coaching. Celebrate achievements and learn from challenges.
- • Foster A Growth-Focused Culture: Promote a culture of learning and mentoring. All employees should be able to share their knowledge, skills and experiences formally and informally to exchange feedback, insights and best practices.
- Challenges To Monitor
- Intergenerational leadership isn't always simple. Generational differences in values, behaviors and communication styles, as well as biases and stereotyping, can lead to internal conflicts. These can stagnate organizational progress, innovation and problem-solving. Considering people's perceptions of generational differences often don't match reality, it's vital to ensure these flawed views aren't inhibiting your organization's ability to succeed.
- Conclusion
- A multigenerational workforce presents unique challenges and opportunities, demanding that leaders navigate perceived generational differences with empathy, flexibility and a commitment to inclusion. Thus, intergenerational leadership is becoming a necessity for organizations aiming to thrive in a complex and rapidly changing world. By embracing generational diversity, you can cultivate a culture rich in innovation and inclusivity. As we look to the future, the principles of intergenerational leadership will be key for developing strategies that are resilient, forward-thinking and adaptable to the needs of diverse global workplaces.
- intergenerational leadership
- Growing Our Reach: A toolkit enabling effective intergenerational leadership for advancing conservation
https://wild.org/wp-content/uploads/2022/08/Growing-Our-Reach.pdf
- Defining Intergenerational leadership: Leadership defined by conscious generational awareness; by clear identification of leaders from various generations; by proactive, meaningful engagement between leaders across generations; by cross-generational partnerships on thought leadership and practice; and by mutual respect between leaders. Intergenerational leadership is politically horizontal, not vertical.
- Young people: This is a complicated category to define. We acknowledge that youth intersects with identity, is variably understood across cultures, and has categories within it. For the purposes of practicality, however, young people are defined here as people below the age of 35.
- Young professionals: Young professionals in conservation are typically understood as qualified/ degreed, early career environmental researchers or practitioners. The writers of this toolkit, all members of the International Union for the Conservation of Nature (IUCN) World Commission on Protected Areas Young Professionals Group, amongst many others, fit this description. We believe the definition needs to be broader, however. We acknowledge the vast income inequality that exists across the globe which limits professional development opportunities for many young people. There are many young people who are pursuing environmental conservation on
the ground without a degree or certificate. There are also many young people pursuing positive environmental change who are qualified and working in areas outside of the typical environmental disciplines. We take our cue from the etymology of the word professional – “to declare openly.”
- A young professional is defined here as anyone in their early working life who consistently and openly promotes and/or practices environmental conservation.
Senior professionals: These are professionals with more than 15 years’ experience in environmental conservation.
- Senior professionals are typically responsible for mentoring young professionals.
- Institutions: Institutions in this toolkit are not limited to ‘conservation institutions’ – such as NGOs and state nature agencies. We recognize that there are many institutions that deal with environmental issues and are committed (or should be) to environmental improvement but come from different angles – whether it be policy, economics, infrastructure, development, or education
- Fortalezas de liderazgo senior: sus valores, disciplina, experiencia y conocimiento
- Artículos, Liderazgo Intergeneracionañ / Por Elena Cascante
- Abril, 2024
- FORBES- Intergenerational Leadership Is Key To Organizational Success
- Karen Perham-Lippman- Forbes Councils Member-Forbes Human Resources Council
- Intergenerational leadership is based on the idea that each generation has something valuable to offer each other and the workplace. This requires actively considering each generation's needs and characteristics to foster meaningful connections and engagement between them. Intergenerationally minded leaders encourage cross-generational partnerships, mutual respect and continuous learning. They also promote equality through horizontal leadership, rather than hierarchies.
- Conclusion
- A multigenerational workforce presents unique challenges and opportunities, demanding that leaders navigate perceived generational differences with empathy, flexibility and a commitment to inclusion. Thus, intergenerational leadership is becoming a necessity for organizations aiming to thrive in a complex and rapidly changing world. By embracing generational diversity, you can cultivate a culture rich in innovation and inclusivity. As we look to the future, the principles of intergenerational leadership will be key for developing strategies that are resilient, forward-thinking and adaptable to the needs of diverse global workplaces.
SUMMIT 2025 -miércoles 6 de agosto– PromptingTheFuture
Fundación LeDor VaDor, el MBA Salud de la Universidad de San Andrés y la Comunidad de Mujeres de la Universidad de San Andrés
Una entrevista exclusiva de Forbes con Jonas Prising, CEO mundial de ManpowerGroup, en la que comparte una visión transformadora del liderazgo actual. En un entorno volátil, donde la inteligencia artificial y la geopolítica reconfiguran el mercado laboral, Prising propone líderes éticos, ágiles y colaborativos. La adaptabilidad, el aprendizaje continuo y la capacidad de liderar equipos diversos son, para él, el nuevo estándar.
INCLUSION LABORAL Y PRODUCTIVA
- Desarrollo de liderazgo intergeneracional: ¿cómo fomentar la colaboración entre líderes de diferentes generaciones en la empresa?
https://www.innovationmanageriale.com/du-management-intergenerationnel-a-linnovation-manageriale/
- Los límites del modelo actual de presentación de generaciones por grupos de edad
- ¿Cómo podemos explicar este entusiasmo por las nuevas generaciones?
- Descifrando comportamientos: Una visión 3D
- De la gestión generacional a la gestión intergeneracional
- De la cohorte demográfica a la huella social
- Las 6 huellas sociales y su impacto en las empresas
- La huella de la TRADICIÓN
- La huella de la FORTALEZA
- La huella del ORDEN
- La huella del ÉXITO
- La huella del BIENESTAR
- La huella de la LIBERTAD
- Integrando la diversidad de huellas para descifrar las fortalezas y debilidades de una empresa
De la gestión generacional a la gestión intergeneracional
- A diferencia de la gestión generacional (integración de los jóvenes y retención de los mayores en el empleo, etc.), el objetivo de la gestión intergeneracional es identificar las contribuciones mutuas entre las diferentes generaciones (es decir, los "sistemas de pensamiento") con vistas a ponerlas al servicio de un objetivo común.
- Como señala Claude Onesta, entrenador de la selección francesa de balonmano: « No hago una lista de los 16 mejores jugadores franceses, sino una lista de los 16 jugadores capaces de conseguir los mejores resultados juntos ».
- El testimonio de este entrenador de la selección deportiva más laureada de Francia demuestra el interés de un grupo en valorar las diferencias en lugar de intentar a toda costa meter a todos en el mismo "molde".
- La base de la gestión intergeneracional es la corresponsabilidad.
- Espiral dinámica” desarrollada por el Dr. Grave