Generation shock doesn’t exist! – Frédérique Jeske

Frédérique began with a poignant account of her personal experience. At the age of 56, when she was looking for a new position after leaving the Ligue contre le cancer, she was refused several opportunities simply because of her age. She explains that she was shocked by this invisible discrimination, which she describes as “silent and assumed discrimination”. It was from this confrontation that she decided to investigate the phenomenon and understand the underlying mechanisms of ageism in the professional world.

Ageism: a societal issue

According to our speaker, ageism is a systemic problem in many companies. This phenomenon particularly affects the over-50s, whose employment rate is alarmingly low: only 58% of the over-50s are employed, and this figure drops to 38% for the over-60s. This problem is not limited to senior citizens, as young people aged 16 to 24 are also particularly affected by unemployment, making ageism an intergenerational problem. Stereotypes associating youth with creativity and technology, and old age with slowness and lack of flexibility, are preconceived ideas that hold back the true richness that intergenerational diversity can offer.

Intergenerational: A Performance Lever

The speaker highlighted the importance of intergenerational relations as a lever for performance and commitment. In a world where four to five generations now live together in companies, it is crucial to value differences and understand that this age diversity can be a real strength. She insists that younger generations can bring dynamism and creativity, while older people, with their experience, are a valuable asset to companies. Together, these generations can create a culture of otherness that fosters innovation and team resilience.

The Challenges of Demographic Transition

According to our speaker, the demographic transition is a phenomenon that needs to be taken into account as a matter of urgency. The aging of the population and the decline in the number of young people in the workforce pose a major challenge for companies, which must adapt to attract and retain talent. Companies that turn a blind eye to this phenomenon risk ending up with a talent shortage in the years to come. She also points out that ageism, far from being an isolated problem, is a cultural and societal issue that affects all generations.

The solution: Care Management

To meet these challenges, our speaker presented the concept of Care Management, a model that places people at the heart of team management. This model is based on the idea that managers must take care of their employees, taking into account their individual needs and generational specificities. By fostering a symmetrical approach, where the company takes care of its employees so that they in turn can take care of its customers, Care Management creates an environment conducive to employee performance and satisfaction.

The Importance of Intergenerational Training

One of the key points discussed during the Masterclass was how to train managers in intergenerational management. Current management training often reinforces age-related stereotypes. According to Frédérique, it’s crucial that managers are trained to change the way they look at age, and how they can integrate this diversity into their team management. Learning to recognize the value of each generation and to deconstruct stereotypes is essential to making the most of intergenerational diversity.

Recommendations for Managers : Act Before It’s Too Late

Finally, Frédérique gave a number of recommendations for managers on how to tackle this issue. In her view, it’s essential to make teams aware of age-related stereotypes, and to think about integrating different generations into the work process. It is also important for managers to anticipate the demographic transition and take concrete steps to foster intergenerational diversity. Intergenerational management should be seen not as a constraint, but as an opportunity to improve performance, resilience andinnovation within the company.

Conclusion: Living Together, Respecting Differences

In conclusion, Frédérique emphasized that innovation and performance come from diversity. Companies must learn to live together, respect differences and value the contributions of each generation. The challenge is to change mentalities, to get to know each other and to understand the needs of each generation, so that everyone can bring their wealth to the company. By doing so, companies will create an environment conducive to cohesion and collective success.

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