Imagine Giovanni, an experienced lift technician, and Arturo, a young apprentice, at the beginning of the working day. Giovanni, annoyed that Arturo is focused on his smartphone, scolds him for not saying hello. Arturo, who is consulting the company app, feels misunderstood. This initial scene is just one example of the everyday misunderstandings that arise from generational differences. Giovanni prefers traditional tools and hierarchies, while Arturo is comfortable with technology and informal communication. On one thing Giovanni and Arturo think alike: it is not easy to work with each other. The gap between Giovanni and Arturo is not simply a personality issue, but reflects a systemic criticality that characterises the encounter between different generations in the world of work. Generational differences emerge in many areas: from communication style to manual approach, from the use of technology to the conception of work-life balance, to sensitivity to ethical issues such as environmental sustainability or inclusive language. However, in order to guarantee the survival of the lift profession and ensure a future for companies in the sector, the integration of young people, the transmission of skills and generational continuity are issues that can no longer be postponed. This is a complex but necessary challenge for a sector that needs to look ahead without losing its precious heritage of knowledge and skills. The effect of rapid and continuous social, cultural and technological changes has profoundly influenced the differentiation of people’s values and behaviour according to their age. Today, it is estimated that four different generations coexist in a company: • Baby Boomers (1946-1964): their values are linked to stability and company loyalty, they are rich in experience and expertise but reticent in the face of technological change; • Generation X (1965-1980): independent and pragmatic, they favour flexibility and work-life balance. They are inclined to change jobs if not satisfied. They prefer efficient communication (e-mail, phone calls, etc.) and collaborative environments with a good balance between autonomy and collaboration; • Millennials/Generation Y (19811996): they are flexible and worklife balance oriented They value creativity, adaptability and results. They are digitally savvy and prefer instant communication tools; • Generation Z (1997-2012): digital natives, have had the internet and digital tools in their hands from a very young age, know a lot about technology and communication and have little use for manual skills. In work they demand flexibility and continuous training. They expect employment that offers the opportunity to contribute to the betterment of society in a meaningful way and a strong work-life balance. They are used to communicating mainly with advanced technological tools. Generations differ, therefore, in their values, approaches to work and reactions to technological and social changes. And this is why, if not managed correctly, generational cohabitation risks leading to conflicts, problems of understanding and making it difficult for young people to integrate and train in the company. What to do, therefore, to foster collaboration between different generations? CREATE SPECIFIC INSERTION PATHS. WELL BEGUN IS HALF DONE The traditional approach to induction, which worked for previous generations, now seems inadequate. OPEN DIALOGUE, THE CREATION OF TARGETED INDUCTION PATHS, AND THE VALORISATION OF THE EXPERIENCE OF SENIORS AND THE INNOVATION OF YOUNG PEOPLE ARE ESSENTIAL TO CREATE A HARMONIOUS AND PRODUCTIVE WORKING ENVIRONMENT Generational coexistence AMONG EMPLOYEES: CHALLENGES AND OPPORTUNITIES 36 GESTIONE AZIENDALE DI MONICA MALAVASI*
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