We need to put an end to ageism!

"publi-interview published in the ANDRH magazine PERSONNEL".

The principles of equal treatment and non-discrimination are at the heart of the French social model. However, there is a form of discrimination that we still accept: ageism. Prejudices and stereotypes about age and generations hinder relational flow and block the optimal flow of information within companies. According to Petra Bleschke, Partner, Trainer and Facilitator at ARC Innovation, this has to change. Here's how.

• What is ARC Innovation's scope?

Founded in 2009, ARC Innovation is a player in the field of corporate training and change. Based in the Strasbourg region, we co-create tailor-made solutions with our international customers, and cover different areas of expertise: individual, team and organizational development. We offer training and coaching both face-to-face and virtual, with a preference for participative and interactive formats. In fact, we draw on experiential learning, a Canadian concept that values learning through playful experiences.

Our team of 5 trainers and coaches is multi-generational and intercultural. This enables us to work in different languages, including German and English. 4 men and 3 women between the ages of 21 and 65, with highly complementary personal and professional experiences.

• The arrival of new generations in the world of work raises the question of intergenerational relations in the workplace. What's your take on the subject?

Today's companies are home to generations Z, Y, X and baby-boomers. While we're seeing unprecedented diversity within companies, we're still used to segmenting employees by generation. Although it no longer makes sense, this age discrimination is innate. Numerous university studies show that all generations have one thing in common: the desire to share and cooperate. Employees of all ages are looking for meaning in their work, autonomy and flexibility. This may be expressed differently, but the needs remain the same.

Faced with these facts, it's up to the company to give employees back their sense of the collective at work, and to break out of these stereotypes. To do this, they need to adopt a multigenerational management style and master the art of intergenerational collaboration. We're convinced that a common culture depends above all on the integration of the different individuals who make up the added value of a team.

• This is a subject that companies cannot afford to ignore. Why should they? What are the risks involved?

Many companies are not necessarily aware of the need to work towards the emergence of multigenerational management and intergenerational collaboration. Very often, this is also a subject whose positive impact on the company is underestimated. Nevertheless, the risks are real: blocking the flow of information between employees, exclusion, persistence of stereotypes and preconceived ideas, ageism, inappropriate management, discrimination...

The challenge is to develop a genuine complementarity of generations and experiences, in a context where new generations are often reluctant to manage their elders, and baby-boomers feel out of place.

Finally, the main risk is that companies will not be able to exploit 100% of their human capital and potential in terms of creativity and innovation, and thus lose competitiveness and attractiveness. What's more, the wave of baby-boomer retirements will further reinforce the need for intergenerational collaboration to ensure that knowledge is passed on to the next generation, thereby guaranteeing the company's operational continuity.

• In this context, you have launched a new program GENERATIONS 360°® PROGRAM What does it involve?

This is an issue that is particularly close to our hearts and around which we have developed a new program consisting of 5 modules:

an analysis to enable companies to grasp the multi-generational issue, which may take the form of a quantitative digital questionnaire to identify the form stereotypes take in the company, interviews, meetings, etc. From there, with management and the HR function, we review the results and define the program and objectives; two awareness-raising modules dedicated to employees: we help employees to better apprehend stereotypes and understand them in order to better get rid of them. We also offer collaborative projects, workshops and workshops that encourage them to position themselves as ambassadors for all ages, and to become transmitters and receivers of skills;

a module dedicated to the executive committee: we support management and HR in developing an inclusive and learning corporate culture: recruitment strategy and processes, training, management, integration, transmission of know-how and knowledge, etc.; a module dedicated to managers, so that they can learn to integrate intergenerational issues into their management and create commitment and motivation among their multigenerational teams. This module aims to empower managers, among other things, through a peer-to-peer meeting that encourages the sharing of experiences;

a program Serene Retirement Transition to ensure a smooth transition to retirement and an effective transfer of skills. This program offers a winning tripartite approach that takes into account the company, the employees who are leaving and the employees who are staying.

• What food for thought could you give our readers, HRDs and other players in the HR function, on this subject?

Intergenerational relations are a reality that requires reflection and adaptation. In order to work on this subject, it is in the company's interest to call on support professionals who can help establish an inclusive, learning culture. These strategic and transformational themes are part and parcel of HR policy and a CSR approach.