This Managing a Multigenerational Workforce: Age-Inclusive Talent Management session in London runs from Monday 19 April to Friday 23 April 2027 (week 16, Q2 2027). It is the 1st of 2 dates in London in 2027, at a fee of 23,000 SAR, the same for each of them. Registration is open for this date. It is held in person at Central London four-star.
DatesMonday 19 Apr – Friday 23 Apr 2027
Week16 of 2027
Duration5 days
Fee23,000 SAR
StatusOpen for registration
FormatIn person
VenueCentral London four-star
Programme overview
Introduction:
Managing a multigenerational workforce well is now a practical necessity: many organisations employ people from their late teens to their late sixties, while experienced specialists approach retirement and early-career staff leave within a few years. Popular generational labels offer easy explanations, yet the evidence shows that life stage and individual differences often matter more than birth year. This Core Concept course equips managers and HR professionals to read their workforce age profile, avoid stereotypes and design mentoring, knowledge retention, hiring, reward and engagement practices that work across ages. Participants finish with an Age-Inclusive Talent Plan for a case organisation.
Course Objectives:
Distinguish genuine age, period and cohort effects from generational stereotypes when interpreting research and workplace claims
Analyse an organisation's workforce age profile to locate retirement exposure, early-career turnover and age concentration in critical roles
Adapt communication, feedback and flexibility arrangements to the career and life stage of each employee rather than to a generational label
Design reverse and cross-generational mentoring schemes that close digital and professional skills gaps in both directions
Plan the capture and transfer of tacit knowledge from experienced employees before they retire
Produce an Age-Inclusive Talent Plan with engagement measures by age cohort, owners and priorities
Target Audience:
Line managers leading teams whose members span several age groups and career stages
HR business partners advising managers on hiring, reward and flexible working decisions
Talent management and succession professionals responsible for critical role coverage
Learning and development professionals who design mentoring and career development programmes
Employee engagement and people analytics professionals who report survey results to leadership
Course Outline:
Day 1: The Evidence on Generations at Work
Generation, Birth Cohort and Mannheim's Theory of Generations
Age, Period and Cohort Effects in Workplace Research
Generational Stereotypes Versus Life Stage and Individual Differences
Workforce Age Profile Analysis from HR Records
Age Diversity Heat Map by Function, Grade and Critical Role
Day 2: Expectations, Motivation and Communication Across Age Groups
Work Values, Purpose and Meaning Across Career Stages
Flexibility and Work-Life Priorities Across Life Stages
Career Expectation Mapping from Early Career to Late Career
Communication Channel and Feedback Preference Survey
Age Stereotype Audit of Manager Language and Decisions
Day 3: Mentoring, Digital Skills and Knowledge Retention
Reverse Mentoring Programme Design and Pairing Criteria
Cross-Generational Mentoring Agreements and Learning Goals
Two-Way Digital Skills Gap Assessment
Tacit Knowledge Capture Before Retirement: Expert Interviews and Job Shadowing
Critical Knowledge Risk Register for Roles Nearing Retirement
Day 4: Age-Inclusive Talent Processes and Team Friction
Age-Inclusive Job Advertisement and Selection Criteria Review
Learning Pathways and Career Lattices for Every Career Stage
Life-Stage Reward, Benefits and Flexible Working Menu
Intergenerational Team Conflict Diagnosis and Mediation Steps
Engagement Survey Analysis by Age Cohort and Tenure
Day 5: Case Work: The Age-Inclusive Talent Plan
Case Brief: Organisation Facing Retirement Exposure and Early-Career Turnover
Age Profile and Engagement Data Interpretation Exercise
Intervention Prioritisation Matrix: Impact Versus Effort
Age-Inclusive Talent Plan Drafting with Measures and Owners
Plan Presentation and Peer Challenge Panel
Skills You Will Gain:
Workforce Age Profiling
Generational Evidence Appraisal
Life-Stage People Management
Reverse Mentoring Design
Tacit Knowledge Retention
Age-Inclusive Recruitment
Cohort Engagement Analysis
Intergenerational Conflict Mediation
Why Attend This Course:
Return with an Age-Inclusive Talent Plan built on a realistic case and tested by peers
Challenge generational myths in your organisation with a clear account of what the evidence does and does not show
Reduce the risk of losing critical know-how when experienced colleagues retire
Compare approaches with managers and HR professionals from several sectors who face similar age mixes
Conclusion:
A multigenerational workforce is an asset when managers treat people as individuals at different life and career stages rather than as members of labelled generations. The course moves from the research on cohorts and its limits, through expectations, communication and feedback, to mentoring in both directions, knowledge retention, age-inclusive hiring, learning paths, reward, team conflict and engagement measurement by age cohort. The final day turns this material into an Age-Inclusive Talent Plan that participants can adapt to their own organisation.
Managing a Multigenerational Workforce: Age-Inclusive Talent Management runs in London over 5 days, with 2 upcoming dates in London. The course fee is 23,000 SAR.
Looking for training courses in London? CoreConsept Training Center delivers professional training in London across governance, leadership, ESG, project management and digital transformation — open enrolment programmes in central London venues.
