Gen Zs have had a tough introduction to the world of work. While the older bracket of the generation experienced a few years in the workplace before the pandemic hit and they were forced to work remotely, others were looking for or began employment during this time. Many only ever saw their co-workers through computer screens and had to learn the ropes without stepping foot in the office or meeting colleagues face-to-face, making for a lonely and disjointed inauguration to their role and team. Now, although most companies have reinstated some level of office-based work and face-to-face time with colleagues, for many, the disconnect remains. 

While advantageous from a work-life balance standpoint, the hybrid working model has diluted the workplace integration, learning and bonding experience for many Gen Zs. The disconnect is felt too by more experienced and longer-established colleagues, who are often mystified by Gen Z’s different perceptions of the workplace and expectations from employers, while the media perpetuates narrative of a ‘lazy’ and ‘entitled’ generation. What’s more, we’re also seeing older generations staying in employment for longer, broadening the age divide further. Figures from the University of Manchester show that one in three workers in the UK are aged over 50, and this is only set to rise with government employment policy encouraging this demographic to remain at work, and the State Pension Age set to rise to 67 by 2028.  

Bridging the chasm left by the pandemic 

The uneasy foundation that today’s inter-generational workplace relationships are built on are taking their toll, and undoubtedly contributing to the chronically low levels of employee engagement across the UK, with Gallup’s State of the Global Workplace report showing that all but 10% of UK employees feel disengaged from their employer. Young professionals currently report the lowest levels of engagement and wellbeing compared to their older colleagues. What’s more, recent research of workers across the UK, US, Canada, Australia and Germany by the Adaptavist Group found that ‘generational wars’ are often playing out in the workplace around different expectations, communication styles and technology use.  

It’s clear that a great deal or mutual resentment and misunderstanding has built up between generations in the workplace, and if we are to build productive and high-performing teams, organisations need to take decisive action to mend and strengthen team relationships. Yet, as cost concerns and budget cuts remain rife, team building and social activities are often the first to go, seen as a ‘nice to have’ rather than a necessity. 

At the same time, companies are under increasing pressure to commit to and demonstrate corporate social responsibility efforts, with the younger and less engaged age bracket placing high importance on this especially. Research by Benevity shows that 82% of millennials consider CSR efforts when deciding where to work, and 84% want to see their companies get more involved in their communities. It’s important that the values of the company they work for aligns with their own, and for that commitment to be matched with real action.  

Uniting for a shared cause 

As well as allowing organisations to show their employees that they’re not just paying lip service to their promises, charitable and socially responsible activities prove time and again to be a powerful way of bringing different generations and co-workers together, creating deep impact and enjoyment.   

Wheels for Walkies, for example, is an exercise in which teams are tasked to build a functioning, high-tech canine wheelchair to help dogs that have been in an accident, paralysed or are struggling with old age and other degenerative diseases, to walk, jog, play and fetch as they did before. Working in small teams of four to five, participants must work closely with colleagues that they perhaps wouldn’t normally cross paths with in the workplace. It exposes them to different personalities, communication and thinking styles, while helping to overcome departmental and generational silos. In the time they spend together focusing on the builds, colleagues naturally learn more about each other’s interests and passions outside of work, fostering connections over shared interests.  

Another activity we find hugely impactful is ‘A helping hand’, where teams come together to build a prosthetic hand for people in need in developing countries, which are then delivered to their recipients with the team of doctors and volunteers who fit the hands to each person. It sets all participants on an even footing from the off because nobody is more of an ‘expert’ than anyone else. It brings down hierarchical barriers and relies on everyone to do their bit – and it’s only with excellent communication and teamwork will the build come together.  

An employee from the Innovative Future Leaders Programme who took part in the activity commented, “The helping hands activity was very fulfilling. Working as team to help someone else was a humbling experience and I’m very glad I got to do it with people who I have made a close connection to after a year together”. 

Another participant from the Institute of Workplace and Facilities Management, commented, “Sometimes team building exercises can make some members of the team feel insecure or challenged. Not on this occasion – and it was for a worthwhile cause. It needed people to work together which was great as people had to work with people from different areas of the business and we had a mix of new recruits and those that had been here a while, helping to create connectivity.” 

These types of activities improve relationships across the business, creating connections between different departments and levels of seniority to establish a more equal, inclusive working environment. With the focus on the worthwhile tasks in hand, the pressure to bond a team is removed, but relationships develop naturally in striving for a shared goal and working for a wider cause. Making a real, positive difference to another life improves morale, cohesion and purpose among participants, and they often leave the experience with a newfound perspective and gratitude.  

Thinking more broadly 

While there’s no ‘magic bullet’ to solve the wide-ranging challenges businesses are facing in the hybrid working era, there is an urgent need to improve inter-generational relationships in the workplace, tackle low levels of satisfaction and engagement, and build a healthier, stronger team culture. Only then will we achieve the goals, growth and innovation we’re truly striving for.   

CSR activities are not only highly effective way to bring multi-generational teams together, but they’re also an effective use of resource where businesses are contending with budget cuts, allowing them to invest in team building and CSR simultaneously. Increasingly, businesses have a responsibility to benefit the broader communities and environments in which they exist. Harnessing CSR activities is a great way for HR leaders to maximise team building participation and outcome while driving positive impacts for the business and a wider community or cause.