ÐÓ°ÉÂÛ̳

ÐÓ°ÉÂÛ̳ Business review, published 31 October 2024

Abstract

The generational tech divide is narrowing. Daniel Jolles and Grace Lordan surveyed more than 1,400 UK and US professionals and write that the ability to manage your attention and minimise task-switching is more important than how old you were when you first used a keyboard. This makes intergenerational diversity and inclusion key for productivity.

Published in collaboration with Protiviti, October 2024

Abstract 

Drawing on data from more than 3,400 professionals, this report highlights the importance of harnessing the productivity potential of generations at the point at which key operational and strategic decisions are being made — in meetings. The financial impact of waste and damage to organisations caused by unproductive meetings runs into hundreds of billions of dollars each year. Our data finds that over one third (35%) of meetings are considered unproductive. We estimate that the cost to organisations of these unproductive meetings is approximately $259 billion in the United States and $64 billion in the United Kingdom for professional staff alone. As well as wasting valuable employee time, unproductive meetings can stifle organisations’ creativity and prevent teams from addressing key organisational challenges. For individual team members, unproductive meetings can be a source of friction and stress, undermining their overall job satisfaction. Better meetings are key to better workplaces, with each generation having a role to play.This report shows that by increasing representation across generations and creating more inclusive meetings, organisations can expect to significantly increase productivity benefits. The report provides actionable steps for leaders to realise these benefits.

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Diverseek Podcast, published 28 August 2024

Abstract

Dr Daniel Jolles is a Postdoctoral Researcher in Behavioural Science at The Inclusion Initiative. His research primarily focuses on applying behavioural science to issues related to the aging workforce, generational dynamics, and age diversity. During this conversation Daniel discusses career longevity, enhancing workforce participation, and improving the well-being and productivity of employees across all age groups.

The Times, published 29 July 2024

Abstract 

Younger workers are more likely to commute to the office than their older colleagues, but they’re more likely to take Fridays off. From avoiding phone calls to flouting company dress rules, Generation Zers often get a bad reputation in the workplace — even Jodie Foster said they were “really annoying” to work with — yet, contrary to the stereotypes, the younger generation is actually the most likely to go into the office. Only not on Fridays.

People Management, published 4 July 2024

Abstract 

We are currently in uncharted territory in the workplace. With careers getting longer, for the first time we have a workforce made up of five generations: Gen Z, millennials, Gen X, baby boomers and traditionalists. But a 25 year old and a 59 year old, for example, have vastly different life experiences, soft skills and perspectives, which could make it difficult when work together. Recent research from the London School of Economics seems to confirm this, with claims that 37 per cent of Gen Z and 30 per cent of millennial employees experience low productivity, fuelled in part by friction with older managers. Those with managers more than 12 years their senior were nearly 1.5 times as likely to report low productivity, and nearly three times as likely to report being extremely dissatisfied with their job.

Forbes, published 23 June 2024

Abstract

New research by academics at the London School of Economics (ÐÓ°ÉÂÛ̳) and the University of Essex in the UK suggests that hiring bias against older workers is resistant to subtle nudging, and that efforts to address systemic discrimination must be more direct. Across five studies, each with randomly recruited UK participants, the study team evaluated the effect of decision bundling on the selection rates of older candidates in technology roles.

ÐÓ°ÉÂÛ̳ Business Review, published 11 June 2024 

Abstract

The use of generational labels like “Gen Z”, “millennial” and baby boomer” isn’t unanimously accepted. We hear from two experts in workplace ageing who have opposing views on the topic. Daniel Jolles argues that these labels are widely understood and can help promote inclusion by highlighting real experiences of age in the workplace. Sheila Callaham argues that these labels are trivial, misleading and too often lead to pseudoscience and bigotry.

Published in collaboration with Protiviti, February 2024

Abstract 

Prior to the launch of the Generations Survey, The Inclusion Initiative embarked on preliminary research, drawing on data from more than 1,450 employees in Finance, Technology and Professional Services Industries in the United States and the United Kingdom. The results of that research can be found in our preliminary report, GENERATIONS: Unlocking the Productivity Potential of a Multigenerational Workforce.

This report spotlights a call to action for leaders to prioritise intergenerational inclusion by making it a core focus to DEI and talent acquisition strategies. It shows that, despite the clear potential for productivity gains through intergenerationally-inclusive work practices, firms continue to miss out due to frictions between employees of different generations.

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Raconteur, published 29 April 2024

Abstract

Today’s workplaces are more generationally diverse than ever before, with five distinct cohorts represented. But the emergence of generational echo chambers is preventing businesses from capitalising on the diversity of thought that is present within their workforces.

Dr Daniel Jolles, research assistant at the institute, says: “This shows that the generations aren’t working together as well as they could be. But when companies can establish good connections, they are able to bridge this gap between managers and employees, and see higher productivity as a result. This means there’s a good business case for having generationally diverse teams across most organisations, provided it’s in an industry which requires thought and creativity.”

Business Insider, published 15 February 2024

Abstract

“We found that where there are larger age gaps between younger employees and older managers, they're experiencing lower productivity,” Daniel Jolles, told Business Insider, referring to younger workers. The slump in efficiency is all the more alarming because we’re already seeing a global productivity slowdown Jolles noted. Age gaps among workers don’t have to crimp output, he said. There are steps companies can take to make age differences an advantage, not a drag. 

HRD Connect, published 15 February 2024 

Abstract 

Harnessing the ideas, experiences, and networks of talented employees from all generations has the potential to deliver significant productivity gains. Yet generational diversity has received relatively little strategic attention from leaders to date. With birth rates largely declining and careers getting longer, leaders can expect their teams to span multiple generations. This increasing generational diversity should be good for business.

ÐÓ°ÉÂÛ̳ Business Review, published 7 February 2024

Abstract

Major firms are experiencing a widening gap between their youngest and oldest employees. And frictions between people of different age groups are undermining the potential productivity benefits of generational diversity. Daniel Jolles and Grace Lordan write that the issue arises especially among younger workers with older managers. They suggest ways to overcome potential conflicts.

Psychology Today, published 27 November 2023

Abstract 

The interest in quiet quitting has been predominantly shaped by whether it anecdotal or real, a fad or a long-term phenomenon. This interest has extended to understanding the types of people who engage in quiet quitting, along with its effects on organisations and the economy at large.

But it seems we continue to ignore the elephant in the room: Why do people quiet quit? What is driving this phenomenon and can organisations turn back the hands of time to restore workforce fidelity?

APA PsychNet, published 23 October 2023

Abstract

Past research has shown that people are more likely to make the decision to hire candidates whose gender would increase group diversity when making multiple hiring choices in a bundle (i.e., when selecting multiple team members simultaneously) compared to making choices in isolation (i.e., when selecting a single team member). However, it is unclear if this bundling effect extends to age diversity and the selection of older candidates, as older workers are often the target of socially acceptable negative stereotypes and bias in recruitment, leaving them unemployed for longer than their younger counterparts. We discuss the theoretical implications for choice bundling interventions and for age as a diversity characteristic to support the design of interventions that meet the challenges of an aging workforce.

ÐÓ°ÉÂÛ̳ Research for the World, published 26 September 2023

Abstract

The idea of putting in the minimum amount of effort required for one’s job – and no more – went viral in 2022. But who exactly is doing the “quiet quitting” and how might it impact the UK? Odessa S Hamilton, Daniel Jolles and Grace Lordan from The Inclusion Initiative at ÐÓ°ÉÂÛ̳ set out the findings from the first study to show evidence of the “quiet quitting” phenomenon in Britain.

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California Management Review, published 28 August 2023

Abstract

Generational labels like ‘Baby Boomer’, ‘Gen Z’ and ‘Millennial’ make for seductive clickbait. News feeds are flooded with research articles, editorials and whitepapers that claim to unlock the mysteries of what each generation knows and wants. Meanwhile, social media dishes up satirical videos that stereotype how each generation ‘shows up’ (or doesn’t) at work. But, there is growing concern about the negative influence that these cohort labels can have on workplace attitudes, in addition to the lack of scientific rigour that underpins them.

ÐÓ°ÉÂÛ̳ Business Review, published 24 July 2023

Abstract

In a low-growth, low-productivity, low-birth rate era, with the pensions time bomb ticking away, keeping people working longer is crucial. But older workers are often overlooked for recruitment or promotion due to prejudice and ageism. Karina Robinson writes about her own experience and says that the problem risks getting worse, as more than half of today’s 5-year-olds in developed economies will live to at least 100.

The Times, published 23 June 2023

Abstract

The UK labour market has been hit by widespread “quiet quitting” among younger employees looking for a better work/life balance after the pandemic. Younger employees are now working up to seven days fewer a year as they scale back to delivering on the minimum terms of their employment contracts, according to research by the London School of Economics.

IZA Institute of Labour Econoimcs, published June 2023

Abstract

The post-COVID-19 phenomenon of 'quiet quitting' could be problematic for UK economic growth because unpaid overtime has been a key contributor to business productivity since the 2008 global financial crisis. Here, we explore the extent to which this phenomenon exists in the UK, and whether the tendency for 'quiet quitting' differs across generations. We analysed data from the UK Quarterly Labour Force Survey (QLFS) between 2007-2022 to determine changes in hours worked. Quiet quitting was characterised by notable declines in hours worked between 2019-2022, benchmarked against 2007-2018 trajectories. Analyses were demarcated by four commonly defined generational cohorts (i.e., Generation Z [GenZs; 1997-2004], Generation Y [Millennials; 1981-1996], Generation X [GenXers; 1965-1980], and Baby Boomers [1952-1964]). Overall, we found that the UK workforce reduced hours by ~28 hours per year post-pandemic. Hours lost was most notable in 2022, with hours down by ~36 hours. However, in assessing generational differences, quiet quitting was most pronounced in the two younger cohorts. GenZs showed the steepest decline in hours worked, while Millennials worked the least number of hours overall, with no indication of recovery by the end of the study period. 

ÐÓ°ÉÂÛ̳ News, published 23 June 2023

Abstract

The post-COVID phenomenon of ‘quiet quitting’ is widespread in the UK, with younger employees being the most likely to be working significantly fewer hours than before the pandemic, according to new research from The Inclusion Initiative at ÐÓ°ÉÂÛ̳.

Younger, degree-educated workers belonging to the 'laptop class', who enjoy the ability to work from home, are leading the ‘quiet quitting’ trend, researchers found, suggesting that remote-working is enabling it.

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ÐÓ°ÉÂÛ̳ Business Review, published 8 June 2023

Abstract

At age 81, American TV personality Martha Stewart graced the cover of the Sports Illustrated magazine. As we live longer, these high-profile celebrity moments make us question our own aspirations regarding health, relationships and careers. Daniel Jolles and Teresa Almeida list ways in which leaders must focus their efforts to capitalise on the increased workplace age diversity that comes from these longer lives.

ÐÓ°ÉÂÛ̳ Business Review, published 2 February 2023

Abstract

While ‘age’ has not been historically underrepresented in our workforces, creating longer, fulfilling working lives is now an economic imperative. Like with other forms of diversity, popular myths have seen leaders consistently undervalue the performance benefits of age-diversity. Daniel Jolles and Grace Lordan break down three persistent myths about older talent.

Champion Age Diversity Day Key Note Speech, June 2022

Abstract

Age has been in the news. In the UK, we just celebrated the Platinum Jubilee of our queen, now 96-years old, and still delivering value in the workplace. In her case, that happens to be the balcony on Buckingham Palace. In the US we have the oldest man to be sworn in as President at age 78. At age 29, Joe Biden was one of the youngest people ever elected to the United States Senate. He may be domestically unpopular - hugely unpopular – but I am not alone in being grateful that an experienced statesman is in charge during the biggest crisis to face the West since the Cold War.

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ÐÓ°ÉÂÛ̳ Business Review, published 1 December 2022

Abstract 

Lack of diversity compels many workers to move on, to the detriment of the organisation’s performance, innovation, and employee trust. Behavioural science insights can help guide diversity and inclusion (D&I) initiatives, but not all interventions work. Daniel Jolles suggests three steps to leverage data that can better equip companies to create the diverse, multi-generational and inclusive workplaces of the future. 

Springer, published 12 October 2022

Abstract

We consider the extent to which temporal shifts have been responsible for an increased tendency for females to sort into traditionally male roles over time, versus childhood factors. Drawing on three cohort studies, which follow individuals born in the UK in 1958, 1970 and 2000, we compare the shift in the tendency of females in these cohorts to sort into traditionally male roles compared to males, to the combined effect of a large set of childhood variables. 

ÐÓ°ÉÂÛ̳ Business Review, published 3 February 2022

Abstract

In a world of ageing populations, extending working lives is widely viewed as an economic necessity. With up to four generations working alongside each other, organisations must ensure that their workplaces are inclusive, avoiding individual, interpersonal, and organisational harm. Sharon Raj writes that age discrimination can lead to the formation of workplace ingroups and outgroups, which reduces information sharing and collaboration. She discusses ways to address ageism in the workplace.