13/07/2025

ON SUNDAY JULY 13, 2025 theSunday Special XI

It’s not just about bridging a gap. It’s about creating a shared language and building trust. Celebrating generational diversity Some companies take it further by cel ebrating generational diversity in the same way they honour cultural or religious diversity. These include town halls that feature multigenerational panels, internal newsletters with generational spotlights and even themed lunches where staff share their favourite childhood snacks or games. “These small acts send a big message. They show that every generation matters,” Siti said. The Malaysian context Cultural dynamics add another layer to generational interaction in a country as diverse as Malaysia. Respect for elders is deeply rooted in many local traditions, which can make younger employees hesitant to speak up. On the other hand, younger Malaysians are increasingly global in their outlook, thanks to digital exposure and overseas education. This cultural interplay means Malaysian workplaces must be especially thoughtful in handling generational issues. We need to create safe spaces for dialogue, where speaking up is not seen as being rude and listening isn’t mistaken for weakness. Looking ahead As the workplace evolves, one thing is clear: Multigenerational teams are here to stay. The key lies in recognising dif IHUHQFHV ZLWKRXW MXGJPHQW DQG ¿QGLQJ common ground through empathy and open communication. Amir and Lim may not speak the same digital language, but care about delivering good work. They can learn from each other and build a stronger team with the right support and mindset. So, the next time someone replies with just an emoji or insists on another meeting, take a moment to consider where they’re coming from. Mind the age gap, yes – but also the opportunity it brings. Building beyond the age box Regardless of generation, most employ ees want to feel respected, valued and heard. While age influences how people approach work, it doesn’t define their commitment or potential. Whether someone prefers a printed report or a shared Google Doc, the goal remains: Meaningful contribution. With the right culture and leadership, Malaysian workplaces can become places where dif ferent generations coexist and genuinely learn from each other.

Azlan Zambri, a 45-year-old depart ment head at a local bank, believes in tai loring his approach to suit the individual. “ 6RPH RI P\ VWD̆ ZDQW VWUXFWXUH DQG KPIs. Others just need a quick call and WKH\¶UH R̆ DQG UXQQLQJ $V D OHDGHU \RX¶YH got to be bilingual in a generational sense.” Fostering collaboration through initiatives Malaysian organisations are beginning to UHFRJQLVH WKH QHHG IRU VWUXFWXUHG H̆ RUWV WR build cross-generational understanding. Amalina recommends platforms that promote empathy and resilience, such as wellness workshops and psychological safety training. One popular initiative is the cross generational mentorship programme or µEXGG\ V\VWHP¶ ZKHUH \RXQJHU VWD̆ DUH paired with seasoned employees. This fosters mutual learning: the older mentor gets insights into current digital trends, while the younger mentee gains wisdom about industry practices and soft skills.

Amalina points out that what looks like a lack of commitment to one generation is often a boundary-setting practice for another. “Younger employees prioritise mental health and open dialogue about burnout,” she explains. This can be jarring for older workers who equate professionalism with stoicism. Leadership: The bridge builders To navigate these age-based friction points, leadership plays a crucial role. Managers must understand generational GL̆ HUHQFHV DQG DFWLYHO\ ZRUN WR EULGJH them. “Respectful and compassionate com munication is key. Instead of saying, ‘Why can’t you cope?’, try ‘How can we support you better?’. It changes the tone and invites collaboration,” said Amalina. Regular check-ins, both formal and informal, are also vital. These provide a SODWIRUP IRU IHHGEDFN HDUO\ LGHQWL¿FDWLRQ of burnout and better team cohesion. WALK into any Malaysian office today and you might overhear conversations ranging from K-pop tour dates to 1980s landline etiquette. With Baby Boomers, Gen Xers, Millennials and Gen Zs working under the same roof, it’s no surprise that office culture sometimes feels like a social experiment. What’s playing out isn’t just a difference in taste, it’s a difference in time Boomers may recall the satisfying whirr of a fax machine as a mark of productivity, while their Gen Z colleagues are more likely to draft a pitch deck on Canva while messaging on multiple platforms. Between them lie two other cohorts – Gen X, known for their independence and scepticism and Millennials, the digital pioneers who helped bring flexibility and tech to the forefront. Finding common ground So, how are Malaysian organisations man aging this multi-era melting pot? Some companies have started using humour and curiosity to ease friction.

Managers must understand generational differences and actively work to bridge them.

What looks like a lack of commitment to one generation is often a boundary setting practice for another.”

When digital natives meet analogue minds Examples include reverse mentoring lunches where juniors explain the latest communication apps, while older employees share insights on corporate etiquette and career growth. One company even set up informal “tech corners” for staff to exchange skills, whether to use Microsoft Teams more effectively or write a proper business email.

A challenge for mid-level managers Middle managers often find themselves navigating this cultural gap most frequently. They’re expected to meet the expectations of both senior leadership, which may favour more traditional working styles and younger employees, who bring different priorities and ways of working. This has increased demand for manage ment training beyond the usual time and task management topics. Popular modules now include digital communication etiquette, inclusive leadership and strategies to foster psychological safety across age groups.

These small, low-pressure initiatives help defuse tension and create space for learning on both sides. More than just social fixes Beyond these efforts, workplace structures are evolving too. Several organisations are redesigning their office layouts to encourage spontaneous interaction. Shared lounges, hotdesking across departments and cross generational project pods are all gaining popularity. Some HR departments are also starting to include intergenerational collaboration as part of leadership KPIs, making it clear that managing age diversity is a valued skill, not just an optional soft trait.