37 In the past, professionals integrated gradually, acquiring autonomy without questioning hierarchies and company organisation. The scenario looks completely different for Millennials and Generation Z who operate in a labour market that favours them due to their numerical scarcity, allowing them to select opportunities in line with their expectations. These young people expect to be supported in their learning and to quickly reach positions of autonomy and independence. WHAT TO DO • Define an induction plan that identifies the tasks assigned to the new person and share it with the new person and the technicians manager. • Give senior technicians responsibility for training, pointing out the differences they will encounter in working with a different generation. Structure pathways with coaching and mentoring to facilitate skills development. • Take into account the needs of young people, such as a better work-life balance. This aspect can be even more attractive than the compensation. FOSTERING FRANK AND OPEN DIALOGUE The relationship between generations in the company requires a new awareness. Seniors must understand that young employees need an approach characterised by a concrete commitment to training and knowledge transfer. At the same time, clear expectations must be set with the new generation, abandoning any implicit assumptions. Young people do not automatically recognise hierarchical authority and need transparent communication even on the basic rules of the professional environment. Crucial becomes the creation of a space for open dialogue where questions are encouraged and adequately answered. Only through this mutual openness to confrontation can a fertile ground for collaboration between different generations be built. WHAT TO DO • Introduce structured moments of confrontation to facilitate communication between seniors and juniors. • Implement continuous training courses, both technical and relational. • Promote intergenerational mentoring for mutual learning. • Enhance the contributions of each generation: experience and wisdom of seniors, innovation and technology of juniors. FOCUSING PEOPLE ON COMMON GOALS Focusing on common goals is the unifying element that can overcome barriers. When all team members, regardless of age, clearly understand where they are going together, generational differences become an asset rather than an obstacle. The young can bring familiarity with new technologies and innovative approaches, while the more experienced offer organisational wisdom and industry knowledge. This mutual exchange creates an environment where people feel valued for their contributions. WHAT TO DO • Foster teamwork by emphasising the importance of the lift technician’s work and building a common language that reflects the company’s core values. • Set shared goals to strengthen collaboration. • Monitor collective progress and celebrate interim successes. SUSTAINING CONTINUOUS DIALOGUE Continuity of dialogue is crucial: sporadic initiatives are not enough, but constant efforts are needed to keep the lines of communication open. It is, therefore, necessary to organise structured meetings that create opportunities for discussion and informal moments to foster personal relationships in order to overcome generational barriers. WHAT TO DO • Organise periodic meetings to consolidate collaboration between generations. • Foster informal moments of socialisation to strengthen group cohesion. WHAT ARE THE ADVANTAGES OF FOSTERING INTERGENERATIONAL TEAMS? Intergenerational teams offer a powerful mix of innovation and operational wisdom. The combination of different generational perspectives stimulates creativity and broadens problem-solving skills. A company that knows how to bring different generations together is certainly more open to innovation, attracts and retains talent and, above all, gains competitive advantages in an ever-changing market. A POSSIBLE FUTURE Let us now look at what the situation could look like when the two generations of Giovanni and Arturo have learned to work well together. When Giovanni arrives at his appointment with Arturo and sees him looking at the schedule on his phone, he breathes a sigh of relief and thinks ‘thank goodness there is that guy who loves technology and does the things I don’t like’. During the working day Giovanni explains to Arturo how relationships are important and that getting to know people has helped him more than once to solve problems and sometimes to avoid unnecessary outings. As Arturo learns to appreciate Giovanni’s teachings, Giovanni accepts the changes and novelties Arturo proposes to him. The trips in the van between maintenance sessions become opportunities to get to know each other better and to see the world through each other’s eyes. Because at the end of the day, for both Giovanni and Arturo, working in a harmonious environment, doing one’s job well, guaranteeing the safety of the people who ride lifts are really the things that matter most and allow them both to finish their working days tired but satisfied. * Senior Consultant and Formazione Network Founder
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