The presence of different generations in organisations has become a challenge for businesses. In recent years we have witnessed how processes such as digital transformation have changed the talent management model and exposed the differences between generations.

The GT Observatory, recently created to research this subject, has identified five groups or generations currently working in companies: veterans (employees aged over 61), baby boomers (generation born in the 1960s and 70s), Generation X (aged between 35 and 45), Generation Y or millennials (aged between 24 and 36) and Generation Z (aged up to 23 and recently joining the workforce).

While some groups appear to be more accepting of organisational values and culture, others prioritise keeping a higher level of independence in their job and prefer positions in which they have greater mobility, both internally and externally. In any event, awareness of this diversity and the fostering of horizontal and vertical communication are two fundamental elements for facing the intergenerational differences at the heart of businesses.

In this context, talent management teams face a real challenge: getting all generations to feel part of the same mission. I think there are three interesting practices for doing this, which I believe are fundamental for dealing with this matter, both from a senior management perspective and in talent management and other departments: listening, participation and training.

Listening to determine the needs and strengths of each group , participation to encourage the involvement of all members and training to allow all employees to have the same opportunities and capabilities, in order to create more cohesive and solid teams. Only through cohesive teams can businesses achieve common goals.

Understanding this process is key to the future of business. For this reason, Enagás has joined the network of enterprises forming part of the Talent & Generation Observatory. The purpose of this project is to measure the impact of generational diversity in the socio-economic and employment reality and promote a management model based on equal opportunities, non-discrimination and respect for this diversity.

The promotion of a favourable work environment, within the current legal framework, that allows the inclusion of better business practices is key to meeting these goals and achieving better short, mid and long-term results.