Bridging the Years: How Age Diversity Can Power Northern Ireland’s Workforce
By Will Young, Consulting Director, Baker Tilly Mooney Moore
As organisations across Northern Ireland adapt to demographic change, assumptions about a “generation gap” or “age diversity” can hinder performance. The familiar narrative frames younger and older workers as in tension: the older rigid, the younger entitled; the younger craving instant feedback, the older preferring tradition. Reframing age diversity as a strategic strength can turn this supposed gap into a source of power.
Northern Ireland’s workforce trends make the issue pressing. People are living and working longer, while fewer young entrants are available in some sectors. A growing share of staff are over 60, yet employment rates for those aged 50-64 remain almost 20 percentage points lower than for the 25-49 group. At the same time, civil service data shows only 13.4 per cent of staff are under 35, while nearly 29 per cent are 55 or over. Such imbalances influence organisational culture, decision-making and leadership style, and risk narrowing perspectives if left unchallenged.
Age-diverse teams offer measurable benefits. Older workers can typically contribute institutional knowledge, long-term perspective and often higher job satisfaction when their expertise is valued. In Northern Ireland, employees in the 50-64 band report strong satisfaction with secure, meaningful work. Younger colleagues typically bring current ideas, digital fluency, and a readiness to challenge the status quo. Together they create a “learning loop”, and a strong learning culture driving innovation and anchoring the change in practical experience.
To unlock this potential, policy and practice must shift. We need to be more curious. Stereotypes still surface too often and must be challenged. Intergenerational mentoring helps: senior employees can guide on complex stakeholder relations and organisational history, while reverse mentoring allows younger staff to share knowledge of new technologies and emerging work-life expectations.
Flexibility is another key. Hybrid working and adaptable hours are valuable, but the definition of “flexible” should vary by life stage. Caring responsibilities, health needs or phased retirement may shape older employees’ preferences, just as study commitments or side projects can affect younger staff.
Recruitment and retention strategies must also address age balance. With employment rates for over-50s lagging, businesses are missing a significant talent pool. Lifelong learning and upskilling programmes help experienced staff remain engaged and productive, while investment in entry-level training ensures less experienced workers develop internally rather than relying on external hires.
Done well, age diversity is an asset, not a challenge. Teams spanning generations have the opportunity to be more resilient, creative, innovative and adaptable, capable of meeting both immediate pressures and long-term transformation supported by experience. Closing Northern Ireland’s productivity gap with the rest of the UK will depend in part on recognising that every life stage of a career brings value, and on building workplaces where the knowledge of experience and the insight of youth combine to power performance.