Understanding the impact of 'intergenerational' learning

Most of the stereotypes surrounding ageing in the workplace revolve around the use of digital tools. Although science paints a mixed picture, it has already been able to debunk the notion that older colleagues are fundamentally less able to deal with technology. Nevertheless, this basic attitude persists, which is why a better understanding of the intersection at age x digitalization is crucial for the future design of organizations. This also includes, amongst others, the fact that continuous learning is and remains a key competence. When it comes to designing learning processes and further training offerings, organizations are faced with the following questions in particular: Does the learning behavior in a digital context vary between employees of different age? Do older or younger employees learn more effectively individually or together? Do they set themselves learning goals or a prefer clear focus? How does their learning behavior affect their work? Etc.

We had the opportunity to evaluate the innovative pilot project «Learning Generation Lab» of the New Learning Competence Center in the Canton of Zurich, in which context such questions were examined. The project was carried out in collaboration with Intrinsic and Aias and tested new ways of learning. The focus of the 'learning journey' was on intergenerational collaboration in tandems with a large age difference. The aim for the participants was to get to know different learning patterns in dealing with artificial intelligence (AI) in everyday working life and to integrate them into their own learning process.

Evaluation as an objective impact measurement: The qualitative evaluation of the project had an explorative character and pursued two main objectives: First, to understand the individual and collective learning processes - both from the perspective of the learners as well as their colleagues in their organizational units. Secondly, to record the short and medium-term effects of the program. The participants conducted a diary study over a period of eight months. Every four weeks, they documented their experiences in structured and open digital diary entries. This methodology made it possible not only to record the immediate learning gains, but also to identify lasting effects on the organization.

Benefits for future, age-appropriate learning: The evaluation provided various valuable insights. The systematic survey of learning experiences and the effects of the learning journey on the immediate environment created an objective and reliable perspective. This provided a basis for decisions on the continuation of the chosen learning format and the development of further learning opportunities.

In addition, the long-term analysis beyond the pilot project period showed which learning content and methods have a medium-term effect. For example, it was also possible to show which effects only occurred during the pilot project and then fizzled out afterwards. Furthermore, the strengths and weaknesses of the learning format were identified on the basis of objective data and compared with the experiences of the different age groups. This made it possible to identify the different needs of learners of all ages in order to integrate age-appropriate measures in the further development of the cantonal learning offer.

Implications for the future of work: The evaluation of this pilot project underlines three things which we consider essential for future organizational design.

• Companies must establish lifelong learning as an organizational principle and create the best possible learning environment for it. This can be achieved if both formal and informal learning processes are firmly anchored. Science shows that employees generally like to develop themselves further - regardless of age 😉. Organizations need to channel this energy and promote it in a targeted manner.

• The evaluation results show that cross-generational learning can create synergies, simplify collaboration and improve the flow of knowledge. Especially when the digital transformation thinks outside the box of technical tools (which, by our experience unfortunately happens too rarely). For example, younger employees bring technological affinity to the table, while experienced colleagues contribute their structural and procedural knowledge.

• Data-driven organizational and personnel development helps to see blind spots or confirm a gut feeling. In times of information overload and polarized discussion cultures, this creates an objective basis for decision-making, which in turn can simplify strategic discussions.

credit to Amsterdam City Archives via Unsplash