Why does promoting a proaging culture contribute to success?

What do we mean by “multigenerational revolution”? Why is this phenomenon occurring? 

Traditionally, we have compartmentalized the different stages of life. In youth we are dedicated to studying, adulthood, and work; in old age, retirement. This structure has lead us to generational segmentation that limits interaction and collaboration between people of different ages. The “multigenerational revolution” entails less rigidity when structuring the life stages, leaving aside age as the main organizational criterion. This phenomenon is driven by various factors, including increased digitalization and demographic changes, which require greater flexibility when organizing our routine.

At MAPFRE, we cultivate a proaging culture through working with multigenerational teams. What advantages does diversity bring in the workplace?

There are multiple benefits offered by inclusive and diverse work environments. At the scientific level, it is proven that teams made up of individuals of different ages enjoy greater creativity and productivity, promoting an improvement in the competitiveness and innovation of projects. The exchange of knowledge between the experience of senior and younger employees creates an environment of continuous learning. I believe that promoting a proaging culture and working with diverse teams in terms of age and origin significantly contributes to the success and well-being of employees.

In his last book, he identifies a new generational group, the “perennes.” What characteristics differentiate them from the rest? 

“Perennes” are distinguished by not behaving or thinking according to their age, in addition to their desire to break the traditional stereotypes associated with their generation. For example, this group advocates that anyone can continue studying at the University, regardless of age. In other words, “perennes” acquire behaviors that are not related to their age and continually seek new opportunities and experiences without being limited to generational borders. 

MAPFRE’s Aging project focuses on accompanying senior workers in the transition to retirement. Why are these types of initiatives necessary? How do you think they impact workers? 

Many workers want to continue to gain knowledge all the way up to retirement. The aim is not to force older people to remain in the labor market, but to provide them with the tools to continue driving their careers if they so wish, which positively affects the rebalancing of the demographic structure. Accompanying initiatives during retirement are also an effective tool for senior citizens, as it allows them to organize their post-retirement life plan, both at a social and financial level.

He asserts that most people hate their jobs, that the job design is poorly done, and that talent is generally not utilized. What do you think needs to change to improve work environments? 

I think it is essential to redesign jobs, making them more attractive, by adapting them to the needs of employees. Human resources departments must be aware of the importance of offering positions that are properly designed to prevent the loss of potential talent. It has been proven that improving employee motivation and well-being has a direct impact on productivity levels, as it increases the feeling of belonging and fosters a more positive and collaborative work environment. It is important that we change structures and offer new opportunities to generate environments in which the employee feels fulfilled.

Is the situation of companies in the United States very different?

This problem knows no borders, since it is a global system. Organizations must learn to adapt and evolve to create a work culture, where digitalization is integrated into their processes. I believe that a model to follow is the one implemented by start-ups, which attract a greater number of employees and talent because they are perceived as more dynamic, attractive, and with greater learning opportunities. These companies are able to excite employees, making them feel that they will contribute to changing the world. This is also being done by large companies such as MAPFRE, which are taking positive measures to promote the proaging culture through digitization and continuous training, which is key to leveraging the value and experience of different generations. 

He argues that companies must offer opportunities for their employees to continue learning and reinvent themselves. Does it currently happen? What would have to be done from the point of view of both the worker and the company?

Learning development depends on employee responsibility and cultural factors. People tend to respond to structural changes, and if a company is willing to offer more attractive jobs, employee attitudes will change significantly. The key is for companies to provide the necessary resources to facilitate continuous learning and professional reinvention. From the employee’s point of view, it is essential that professionals are open to new opportunities and to adapt and grow. This is the only way to achieve a balance where both employees and employers benefit from a more dynamic and enriching workplace.

The technological revolution is driving us to constantly adapt to new tools. How do you think AI can help older workers? 

Artificial Intelligence (AI) offers tools that facilitate continuous learning and refresher skills, as well as the ability to customize the learning process according to individual needs, achieving greater efficiency and accessibility when acquiring new skills. For example, these applications incorporate the ability to create automated content, as well as the efficient management of documents, promoting, on the one hand, their interaction with clients and, on the other, a more dynamic and collaborative business culture between generations.

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