Intergenerational Learning for Older and Younger Employees: What Should Be Done and Should Not?
Gita Aulia Nurani, Ya-Hui Lee
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Gita Aulia Nurani
Educational Leadership and Management Development Department, National Chung Cheng University, Chiayi, Taiwan
Ya-Hui Lee
Adult and Continuing Education Department, National Chung Cheng University, Chiayi, Taiwan
Cite this paper as:Nurani, G. A., Lee, Y. (2025). Intergenerational Learning for Older and Younger Employees: What Should Be Done and Should Not?.
Journal of Systemics, Cybernetics and Informatics, 23(1), 10-15. https://doi.org/10.54808/JSCI.23.01.10
Online ISSN (Journal): 1690-4524
Abstract
Intergenerational learning is a part of sustainable workforce development, fostering the exchange of expertise and innovative practices among diverse age groups. This study explores three essential notions for enhancing intergenerational learning in organizations. First, it advocates for establishing structured mentorship programs that encourage reciprocal exchanges rather than one-way knowledge transfers. Second, it emphasizes the importance of implementing flexible and inclusive learning strategies designed to address the varying needs of different generations. Third, it highlights the necessity of aligning learning initiatives with organizational objectives and individual employee aspirations to promote balanced growth. Through an extensive literature review, the study underscores the significance of adult education and the benefits of adopting a multidimensional approach to intergenerational learning. The findings offer actionable insights for organizations aiming to build dynamic, knowledge-rich environments supporting individual and collective advancement.
