The power of the multigenerational workforce | Abhishek Mishra | Vice President-HR | SRV Media
Walk into any workplace today and you’ll notice something interesting: people from different generations working side by side. Baby Boomers, Gen X, Millennials, and Gen Z each bring their own rhythm and way of thinking. Boomers are known for their consistency and commitment. Gen X often balances experience with practicality. Millennials lean towards collaboration, creativity, and purpose. And Gen Z, the youngest of the lot, thrives on flexibility, authenticity, and digital fluency. Put them all together, and you get a workforce that’s as diverse as it is dynamic. When managed with care, that mix can spark innovation and build real organisational strength. But striking that balance requires empathy, understanding, and workplace policies that recognise what each generation needs.
India’s work culture is slowly shifting in that direction. A recent example came in October 2025, when Karnataka became one of the first Indian states to introduce paid menstrual leave. The new policy grants women one day of paid leave each month across both government and private sectors. On paper, it’s about physical well-being, but in practice, it signals much more inclusion, awareness, and care. For younger women, it helps normalise open conversations about menstrual health. For older employees, it reflects flexibility and consideration values that make work feel more humane.
With over 60% of India’s workforce under the age of 35, traditional hierarchies are fading. Younger workers today expect flexibility, purpose, and mental well-being. Many startups and IT firms are leading the way, introducing policies like period-friendly infrastructure, unlimited sick leave, or mental health breaks. These might sound small, but they’re quietly reshaping what productivity means. Employers are learning that people perform best not under pressure, but in places where they feel understood and supported.
Elsewhere, we’re seeing other kinds of experiments. In the Netherlands, for instance, some companies have voluntarily adopted six-hour workdays or shorter workweeks. They’ve found that cutting hours doesn’t cut performance if anything, it improves focus and satisfaction. While India still tends to equate long hours with dedication, the rise of hybrid work gives organisations an opportunity to rethink this. Moving towards an outcome-based model, rather than time-based performance, benefits everyone — the young get flexibility, and the experienced get time for family and health.
A multigenerational workforce is, in many ways, a strength waiting to be harnessed. Senior professionals bring depth, mentorship, and a sense of continuity. Younger employees add agility, curiosity, and comfort with change. Mid-career professionals often bridge the two, translating ideas and maintaining balance. When these groups work together, creativity naturally flows. Many Indian companies are beginning to recognise this — experimenting with reverse mentoring, mixed-age project teams, and leadership dialogues that encourage shared learning. These interactions don’t just exchange knowledge; they break stereotypes and build respect.
Policies like menstrual leave or flexible hours are important steps, but they work best when backed by leaders who listen. Empathy from management, genuine, everyday empathy, can turn a workplace from functional to fulfilling. Because ultimately, people don’t stay loyal to offices or brands; they stay loyal to environments where they feel seen and valued.
India stands at a turning point. Its workforce is young, ambitious, and deeply diverse. The organisations that learn to embrace this diversity across age, gender, and thought will be the ones that thrive. A workplace that encourages flexibility, understanding, and shared purpose isn’t just future-ready; it’s built to last. And in a world where change is constant, that human connection across generations might just be the strongest advantage any company can have.