The paradigm shift in HR: How to bring generations and departments together

For a long time, the name said it all: ‘Human Resources’ viewed the workforce primarily as a resource to be managed and utilised as efficiently as possible. But this technocratic approach no longer works in the modern world of work: the skills shortage, rapid digitalisation and a profound shift in values are forcing companies to fundamentally rethink their approach.

In our podcast, you can find out how Betty Takazova, HR Lead and People & Culture Director at Coca-Cola HBC, views this issue and what advice she has for successful companies and their teams.

These days, we increasingly talk about ‘People & Culture’ because we have come to realise that innovation and resilience do not stem from processes, but from people. This is precisely where the new role of HR lies – particularly if your company operates in an international environment. Cultural differences, varying time zones and local employment laws form the framework within which HR must now create a consistent yet flexible identity.

The aim is to establish a global vision that also leaves room for individuality.

However, the real test of mastery for modern HR does not just take place across national borders, but right here within the organisation itself. After all, it is not uncommon for four completely different generations to be working side by side here.

When experienced baby boomers, who define loyalty in terms of length of service, encounter young Gen Z talent, who demand a profound sense of purpose and flexibility, two worlds collide. Navigating the gap between them are Generation X and the millennials, who often hold leadership roles and are tasked with facilitating this change.

The role of human resources development in the generational clash

The key here is to move away from stereotypes and age-related prejudices. Rather than viewing differences as a source of conflict, the focus must be on complementarity. The deep, hard-won wisdom of older people, combined with the digital intuition and fresh perspective of younger people, creates an unbeatable superpower – provided, of course, that the right conditions are put in place to facilitate this transfer of knowledge.

The tension between the departments: desk, workbench and the street

This dynamic becomes even more complex in manufacturing companies. This is because there is often a noticeable cultural divide between production, administration and sales.

Whilst the administrative staff work from home and enjoy flexible working hours based on trust, the production team is tied to fixed shift schedules and machinery. The sales team, on the other hand, often works out of sight with customers and feels disconnected from day-to-day office life.

Anyone who fails to take active steps to counter this will quickly see feelings of injustice and a dangerous ‘us versus them’ mentality take hold. The solution does not lie in desperately trying to force equality – a lathe operator cannot machine their workpiece from a home office – but in establishing genuine fairness and appreciation at all levels. This requires transparent communication and tailored benefits that reflect the specific realities of life within each department.

The 3 levers for an inclusive corporate culture

To make the transition from mere administrator to cultural bridge-builder, you and your HR team have three key strategic levers at your disposal:

• Establish reverse mentoring: Let young Gen Z talent train older managers in digital tools or new communication trends, whilst the more experienced staff pass on their strategic industry knowledge. This breaks down hierarchies and fosters a deep sense of mutual respect. It also brings people closer together and makes onboarding easier for new employees.
• Cross-departmental job rotations: Send your marketing team to the production floor for two days and have the sales team take part in an IT process workshop. Only by experiencing each other’s pain points first-hand can people develop a genuine understanding and break down preconceptions.
• Using communal spaces as cultural anchors: Culture needs physical meeting points. Create central, informal spaces where a shift supervisor can naturally have a coffee with the CFO.

This last point in particular highlights just how important the physical layout of the workplace is for staff development. A company must not isolate its departments in separate wings of the building. Here at myhive, we regularly demonstrate how smart office designs work within a social context. When the environment is designed to encourage spontaneous encounters and informal exchanges, the invisible barriers between generations and departments almost disappear of their own accord.

• Ultimately, the approach of ‘from resources to people’ means moving away from thinking in terms of categories such as age, location or cost centre. It is about listening, identifying individual needs and fostering a shared corporate purpose that can unite everyone from the baby boomer at the milling machine to the millennial in the international remote sales team.