WhenGENERATIONS

meetTheproductivitypotentialofmultigenerational

meetingsDr

Daniel

Jolles

and

Dr

Grace

LordanThe

Inclusion

Initiative,

London

School

of

EconomicsSponsored

byBACKGROUNDWhen

GENERATIONS

Meet:

The

Productivity

Potential

of

Multigenerational

Meetings2Most

large

organizations

now

bring

together

five

generations

inthe

workplace.

Although

generational

diversity

has

the

potentialto

deliver

significant

productivity

gains,

it

has

received

relativelylittlestrategicattention.Toraisetheimportanceofthisissue,welaunchedtheGENERATIONSHUBatTheInclusionInitiative(TII)

at

the

London

School

of

Economics

(LSE)

in

January

2024,sponsoredbyProtiviti,aglobalconsultingfirm.Ourlaunchreport,

GENERATIONS:

Unlocking

the

productivity

potential

of

amultigenerational

workforce,

showed

how

a

lack

of

collaborationbetweenemployeesofdifferentgenerationsunderminesproductivity,

highlighting

the

opportunity

for

intergenerationalinclusiontounlockgreaterproductivitywhileenhancingtheoverallemployee

experience.Thisreport,WhenGENERATIONSmeet:Theproductivitypotentialofmultigenerationalmeetings,marksthefirstannualreportinamulti-year

research

effort

by

The

Inclusion

Initiative,

sponsoredby

Protiviti.

The

aim

of

this

initiative

is

to

help

leaders

harnessthe

benefits

of

multigenerational

teams

to

raise

productivity

intheir

organizations.WhenGENERATIONSmeet:Theproductivitypotentialofmultigenerational

meetings

details

concrete

actions

that

leaders

cantaketohelptheirteamsrealizegreaterproductivityinmeetingsand

more

broadly

in

the

organization.‘Ourresearchdemonstratesthattheproductivityofmeetingsatalllevelsoftheorganizationisunderminedbyalackofgenerationalrepresentationandvoice,generationalfrictionsandnon-inclusivebehaviors.Iam

notsurprisedbythis.Theevidencewepresenthereonunproductive

meetingsalsosuggeststhattherearesignificantproductivitybenefitstobehadbygettingbetterrepresentationinworkplacemeetingsacross

generations.Evenmoregainsaretobereapedbyensuringeachgenerationisequippedwiththerightskillsandbehaviorstomakemeetings

inclusive.’DrGrace

LordanFounding

Director

of

The

Inclusion

InitiativeThis

report

highlights

the

importance

of

harnessing

the

productivity

potentialof

generations

at

the

point

at

which

key

operational

and

strategic

decisionsare

being

made

—

in

meetings.

The

financial

impact

of

waste

and

damage

toorganizations

caused

by

unproductive

meetings

runs

into

hundreds

of

billionsof

dollars

each

year.

Our

data

finds

that

over

one

third

(35%)

of

meetings

areconsidered

unproductive.

We

estimate

that

the

cost

to

organizations

of

theseunproductive

meetings

is

approximately

$259

billion

in

the

United

Statesand

$64

billion

in

the

United

Kingdom

for

professional

staff

alone.1As

well

aswasting

valuable

employee

time,

unproductive

meetings

can

stifle

organizations’creativity

and

prevent

teams

from

addressing

key

organizational

challenges.For

individual

team

members,

unproductive

meetings

can

be

a

source

of

frictionand

stress,

undermining

their

overall

job

satisfaction.

Better

meetings

are

key

tobetter

workplaces,

with

each

generation

having

a

role

to

play.Meetings

are

central

to

the

future

of

work

because

they

provide

the

vehiclefor

collaboration,

innovation,

problem

solving

and

decision-making

in

ourincreasingly

remote

and

hybrid

organizations,

across

geographies

and

countries.Meanwhile,

an

aging

global

workforce

means

that

the

future

of

work

will

seelower

levels

of

younger

talent

in

the

pipeline

and

longer

working

lives.

The

resultis

increasing

generational

diversity

across

organizations

and

in

meetings.

Thepresence

(or

absence)

of

each

generation

in

meetings

affects

the

experienceof

every

employee,

in

every

role

and

at

every

stage

of

their

careers.

For

TheInclusion

Initiative

at

LSE,

our

work

at

the

GENERATIONS

HUB

builds

on

acommitment

to

bringing

together

teaching,

research

and

practice

to

build

moreinclusive

work

environments.By

increasing

representation

across

generations

and

creating

more

inclusivemeetings,

organizations

can

expect

to

significantly

increase

productivity

benefits.In

this

report,

we

provide

actionable

steps

for

leaders

to

realize

these

benefits.‘Importantdecisionsgetmadeinmeetings,yetunproductivemeetingsareafrequent

topic

of

workplace

frustration.

Generationally

inclusive

work

practicesimpactworkplaceproductivityandareanimportantstepforwardforallofusin

the

corporate

world.

But

generational

inclusion

is

not

taken

as

seriouslyasotheraspectsofdiversity.Havingincreasedgenerationalinclusionintheworkplace(andspecificallyinmeetings)canpositivelyimpactorganizations’performanceandenhancetheoverallemployeeexperience.Morediverse,inclusivemeetingscanresultingreaterteamcohesionandnotonlybridgegenerationalgaps,butalsoassistorganizationsinretainingemployeesbecausethey

feel

more

included

and

thereby

gain

a

greater

sense

of

belonging,

increasingtheir

commitment

to

the

organization.’Matt

DuncanManagingDirector,

ProtivitiAllreadersofthisreportareinvitedtobecomeinvolvedwithfutureGENERATIONS

HUB

research.

Find

details

of

how

to

take

part

in

The

InclusionInitiative’s

GENERATIONS

Global

Annual

Survey,

sponsored

by

Protiviti,

and

atthe

end

of

the

report.When

GENERATIONS

Meet:

The

Productivity

Potential

of

Multigenerational

Meetings31All

figures

are

in

$USD.

Further

details

can

be

found

in

Table

1.‘Generationallyinclusiveworkpracticesimpactworkplaceproductivityand

organizationalperformance

andenhancetheoverallemployee

experience.Theyarean

importantstepforwardforallof

usinthecorporate

world.’EXECUTIVE

SUMMARYWhen

GENERATIONS

Meet:

The

Productivity

Potential

of

Multigenerational

Meetings4Meetings

enable

collaboration

and

the

development

of

professionalrelationships

across

generations.

However,

meetings

can

alsobe

a

source

of

generational

division

and

stress.

Drawing

on

datafrommorethan3,400professionalemployeessurveyedacrossthe

world,

our

research

demonstrates

the

productivity

potentialof

increasing

generational

representation

and

inclusive

behaviorsin

meetings.

Despite

the

potential

to

reduce

the

waste

associatedwith

unproductive

meetings,

many

organizations

miss

out

on

thebenefits

of

generational

diversity

in

meetings,

especially

at

seniorlevels.

Three

in

four

(75%)

executive

meetings

do

not

include

a

singlevoice

from

Gen

Z.

And

around

half

(48%)

of

executive

meetings

donot

include

a

voice

from

either

Gen

Z

or

Baby

Boomer

and

SilentGenerations

(the

youngest

and

two

oldest

generations

respectively).The

productivity

potential

of

generational

diversityIn

this

research,

we

asked

employees

about

the

last

meeting

theyattended

where

important

decisions

were

made.2

We

asked

severalquestionsabouttheirexperience,includinghowproductivetheyperceived

the

meeting

to

be

and

the

proportion

of

team

memberspresent

from

each

of

the

generations.The

research

found

that

many

meetings

lack

generational

diversity.It

also

revealed

that

diverse

generational

representation

is

associatedwithconsiderablereductionsinunproductivemeetings,andthatachievingproportionategenerationalrepresentationcanhelptodecrease

the

financial

cost

of

unproductive

meetings.

Specifically:35%

of

meetings

are

considered

unproductive;

this

is

consistentacross

generations.Theannualcostofunproductivemeetingsamongprofessionalsis

estimated

at

$259

billion

in

the

United

States

and

$64

billion

in2Specific

details

of

this

measure

can

be

found

in

Appendix

B.the

United

Kingdom.

For

a

large

organization

employing

2,500

people,

thisrepresents

losses

of

up

to

$9.6

million

each

year.AchievingrepresentationinmeetingsthatisproportionatetothegenerationalrepresentationactiveintheUSworkforcetodayreducesunproductivemeetingsfrom35%to29%.Thismeansthatachievingproportionategenerationalrepresentationinmeetingscouldreducethe

cost

of

unproductive

meetings

each

year

by

an

estimated

$28

billionin

the

United

States,

and

by

$13

billion

in

the

United

Kingdom.

To

anaverage

large

organization

of

2,500

employees,

this

represents

a

saving

ofup

to

$1.8

million

each

year,

or

$35

million

per

year

for

a

listed

companyof50,000

employees.Youngerwomenexperiencethelowestmeetingproductivity.40%ofmeetings

are

reported

as

unproductive

by

Gen

Z

women,

compared

tojust

27%

of

Gen

Z

men.

This

gap

closes

to

37%

unproductive

meetingsfor

women

and

31%

for

men

among

Millennials

before

disappearing

forolder

generations.Manymeetingshavelittlegenerationaldiversity:71%donotincludeanyone

from

the

Baby

Boomer

or

Silent

generations.

57%

do

not

includeGen

Z,

while

10%

of

meetings

are

limited

entirely

to

a

single

generation.Beyond

cost

reduction,

diverse

generational

representation

in

executivemeetings

is

linked

to

better

organizational

performance.

Specifically:82%

of

executives

who

report

proportionate

generational

representationinmeetingssaytheirorganizationisoutperformingthecompetition,compared

to

just

41%

of

executives

who

report

no

generational

diversity

inmeetings.Greater

generational

diversity

in

executive

meetings

is

associated

withhigher

levels

of

knowledge,

skills

and

networks

among

employees.

This,inpart,explainshowdiverserepresentationhelpsorganizationstooutperform

the

competition.Who

speaks

most

in

meetings?

And

what

are

the

productivityimplications?Forthebenefitsofgenerationaldiversitytoberealized,itisessentialthat

there

are

opportunities

for

all

generations

to

have

a

voice.

We

askedprofessionals

to

tell

us

who

spoke

the

most

and

least

in

the

last

importantmeetingthey

attended.We

found

that

the

generation

of

the

person

who

speaks

most

can

influencemeeting

contributions

and

productivity.

Specifically:Gen

X

are

reported

to

speak

most

in

59%

of

meetings,

even

though

theyrepresent

41%

of

meeting

attendees.Gen

Z

have

the

least

voice

in

meetings;

despite

representing

10%

ofmeeting

attendees,

the

youngest

generation

speaks

the

least

in

24%

ofmeetings

and

the

most

in

just

3%

of

meetings.When

older

generations

speak

the

most,

it

can

have

‘cascading’

effects,lessening

contributions

from

younger

generations.

When

someone

fromGenXspeaksmost,GenZworkersreportspeakingasmuchormorethan

other

team

members

in

only

51%

of

meetings,

compared

to

84%

ofmeetings

in

which

a

fellow

Gen

Z

colleague

speaks

most.Towards

more

productive

meetings

for

every

generationWe

explored

the

effect

of

specific,

inclusive

meeting

behaviors

on

the

reportedproductivity

of

meetings,

identifying

those

with

the

highest

impact.3Our

analysis

suggests

there

are

three

key

behaviors

leaders

can

take

to

makemeetings

more

inclusive

and

productive:Ensure

that

all

contributions

are

valued.Leverage

everyone’s

insights

to

avoid

groupthink.Be

open

to

new

ideas.3Further

details

of

these

behaviors

can

be

found

in

Table

3.$9.6million—estimatedannualcostofunproductive

meetingsforalargeorganizationemploying2,500

peopleWhen

GENERATIONS

Meet:

The

Productivity

Potential

of

Multigenerational

Meetings5Promoting

these

behaviors

to

create

more

inclusive

meetings

could

reducethe

rate

of

unproductive

meetings

from

35%

to

15%.When

GENERATIONS

Meet:

The

Productivity

Potential

of

Multigenerational

Meetings6Reducing

unproductive

meetings

to

just

15%

would

save

organizations

anestimated

$136

billion

in

the

United

States

and

$37

billion

in

the

UnitedKingdom

each

year.

To

an

average

organization

of

2,500

employees,

thismeans

savings

of

up

to

$5.8

million

each

year,

or

$115

million

for

a

listedcompany

of

50,000

employees.Generational

diversity

is

part

of

what

enables

more

inclusive

meetings.For

example:In

meetings

with

no

generational

diversity,

27%

of

team

members

reportthat

others

in

the

meeting

are

not

open

to

hearing

new

ideas,

comparedto

just

14%

of

team

members

in

meetings

with

proportional

generationalrepresentation.Leaders

can

take

practical

steps

to

bolster

inclusion

in

meetings,

including:Bringingeveryoneintotheroom(whethervirtualorphysical).Hybridmeetings

immediately

split

team

members

between

those

‘in

the

room’

and‘outsidetheroom’,unlikefullyremoteorface-to-facemeetings.Around55%ofremoteandface-to-facemeetingsareinclusive,butthisdropsto48%

for

hybrid

meetings.Limitingtheteammembersattending;38%ofmeetingswith10ormore

team

members

are

reported

as

unproductive,

compared

to

33%

ofmeetings

with

less

than

10

team

members.Our

analysis

shows

that

just

over

half

(54%)

of

meetings

can

be

consideredinclusive.Inclusivemeetings,thoseinwhicheveryonefeelsincludedregardless

of

generation,

are

associated

with

better

employee

performanceand

better

organizational

performance.

Specifically:Executives

who

found

that

their

last

important

meeting

was

inclusive

weremorelikelytoreportbetterfinancialperformanceattheirorganizationcomparedtotheircompetitors(69%inclusive,55%non-inclusive)andbetterenvironmental,socialandgovernance(ESG)performancethancompetitors

(66%

inclusive,

40%

non-inclusive).86%ofemployeeswhoreportedthattheirlastimportantmeetingwasinclusive

said

they

were

happy

in

their

job

(compared

to

56%

non-inclusive),and

60%

said

they

were

unlikely

to

look

for

a

new

job

in

the

next

12

months(compared

to

36%

non-inclusive).51%

of

employees

who

reported

that

their

last

important

meeting

wasinclusive

reported

being

highly

productive

in

their

job

role,

compared

tojust

28%

of

employees

who

reported

their

last

meeting

as

unproductive.Overall,thisresearchdemonstratesthatachievinggreatergenerationalrepresentation

in

meetings

is

linked

with

increased

meeting

productivity.

Thisdiversity

can

also

enable

more

inclusive

behaviors

in

meetings,

with

inclusivemeetings

having

a

range

of

associated

benefits

for

employees

and

the

widerorganization.

In

addition

to

reducing

the

waste

associated

with

unproductivemeetings,generationaldiversityinmeetingsislinkedtohigherlevelsofknowledge,

skills

and

networks

among

employees.

These

advantages

can

helporganizationsperformbetteragainstthecompetition,withthepotentialofthisbenefitlimitedonlybyeachorganization’suniqueindustryfactorsandgrowth

potential.GENERATIONS

BACKGROUNDWhen

GENERATIONS

Meet:

The

Productivity

Potential

of

Multigenerational

Meetings7GENERATIONS:Productivity

PotentialPopulations

around

the

world

are

living

longer

and

having

fewerchildren.

Currently

there

are

five

generations

working

togetherin

most

large

organizations.4

With

more

generations

representedin

the

workplace,

leaders

must

tap

into

the

diverse

strengths

eachgroup

brings.

Yet,

the

global

slowdown

in

productivity

accompanyingan

aging

workforce

suggests

a

failure

to

capitalize

on

the

potentialbenefits

of

this

diverse

generational

representation.5,6Ourlaunchreport,GENERATIONS:UnlockingtheProductivityPotential

of

a

Multigenerational

Workforce,

showed

how

a

lackof

collaboration

between

employees

of

different

generationsundermines

productivity.

For

example,

employees

with

managersmore

than

12

years

their

senior

were

nearly

1.5

times

as

likely

toreport

low

productivity.This

research

also

demonstrates

the

productivity

potential

ofintergenerationally

inclusive

work

practices,

including:Making

it

easy

for

people

from

different

generations

to

‘fit

in.’Developing

and

advancing

employees

regardless

of

age.Demonstrating

commitment

to

hiring

and

retaining

agenerationallydiverse

workforce.Effectively

managing

people

from

diverse

generationalbackgrounds.456OECD

(2023),

“Labor

Market

Statistics:

Labor

force

statistics

by

sex

and

age

(Edition

2022)”,

OECD

and

Labor

Market

Statistics

(database),

/10.1787/43f81975-en.Goldin,

I.,

Koutroumpis,

P.,

Lafond,

F.,

&

Winkler,

J.

(2024).

Why

is

productivity

slowing

down?

Journal

of

Economic

Literature,

62(1),

196-268.Jolles,

D.,

&

Lordan,

G.

(2023).

Why

older

talent

should

be

a

consideration

for

today’s

inclusive

leader.

LSE

Business

Review.Generationallydiverserepresentationinmeetingshasthe

potentialtoinformbetterdecision-makingandboostmeetingproductivity,whichmorebroadlyincreasestheknowledgeandnetworksavailabletoemployeestosolveproblemsandgrowthe

business.Overall,thereportfoundthat25%ofemployeesself-reportedlowproductivity,

but

this

dropped

to

just

13%

of

employees

in

organizationswith

intergenerationally

inclusive

work

practices.Major

operational

and

strategic

decisions

are

made

at

meetings;

they

are

keyvehicles

for

harnessing

the

knowledge,

skills

and

connections

each

generationbrings

to

deliver

organizations’

productivity

gains

and

a

competitive

edge.Generationally

diverse

representation

in

meetings

has

the

potential

to

informbetter

decision-making

and

boost

meeting

productivity,

which

more

broadlyincreasestheknowledgeandnetworksavailabletoemployeestosolveproblems

and

grow

the

business.Generations

Defined:

Generation

Z

are

those

born

between

1997

and

2004,Millennials

are

those

born

between

1981-1996,

Generation

X

are

those

bornbetween1965-1980,andBabyBoomersarethosebornbetween1946-1964.

Those

born

before

1946

are

known

as

the

Silent

Generation.7,8ApproachTounderstandtheproductivitypotentialofmultigenerationalmeetingsaccordingtothegenerationsthemselves,TheInclusionInitiativeatLSEgathereddatafrom2,970professionalemployeesand460executivesglobally.Thisgaveusmorethan3,400responsesfromacrossthegenerationsfromwhichtobetterunderstandemployeeexperiencesinmeetings

and

assessments

of

productivity

and

inclusion.

These

responseshavehelpedustoidentifythecommonfactorsthatdriveproductivemeetings,aswellasgenerationalnuancesinthewaymeetingsareexperienced.78There

is

no

official

taxonomy

of

generation

start

and

end

dates;

however,

these

dates

have

shaped

popular

understanding

and

originate

with

the

Pew

Research

Center,

a

US

Think

Tank.

See

more

at

/short-

reads/2019/01/17/where-millennials-end-and-generation-z-begins/Data

was

collected

in

2024.

At

the

time

of

collection

Generation

Z

was

aged

27

or

under,

Millennials

aged

28

to

43,

Generation

X

aged

44

to

59,

Baby

Boomers

aged

60

to

78,

and

the

Silent

Generation

aged

79+.Generation

Z1997-2004Age

-

27

and

youngerGeneration

X1965-1980Age

-

44-59Millennials1981-1996Age

-

28-43Baby

Boomers1946-1964Age

-

60-78SilentGeneration

5-6Before

1946Age

-79+Generations

DefinedWhen

GENERATIONS

Meet:

The

Productivity

Potential

of

Multigenerational

Meetings8When

GENERATIONS

Meet:

The

Productivity

Potential

of

Multigenerational

Meetings

99Among

executives,

2%

chose

not

to

reveal

their

gender.

Among

employees,

1%

reported

another

gender

identityand

1%

chose

not

to

reveal

their

gender.

Complete

demographic

attributes

can

be

found

in

Appendix

A.Complete

demographic

attributes

of

participating

employees

and

executives

can

be

found

in

Appendix

A.DEMOGRAPHICS12years

(average)in

occupation08years(average)with

organizationFirm

sizeGeneration

splitPeople

managers90%

executives60%professionalemployees10%<250employees250

to

2,50027%

employees27%

employees

36%2,501to

10,00010,000

or

moreemployeesGender

splitExecutives55%

men43%

women51%

men48%

women9Employees50

countries39%

US37%UKGen

ZMillennialsGen

XBaby

Boomers2,970professionalemployees460executivesExecutivesEmployeesWhen

GENERATIONS

Meet:

The

Productivity

Potential

of

Multigenerational

Meetings

10THECOSTOFUNPRODUCTIVE

MEETINGSWhy

we

need

better

meetings

that

include

all

generationsAttheirbest,meetingsareanopportunityforprofessionalrelationshipstobeformedacrossgenerations.Theyprovideavaluable

source

of

learning,

development

and

connection,

enablingcollaborative

problem-solving,

creativity

and

innovation.

They

alsoprovide

an

opportunity

for

managers

to

demonstrate

that

they

areinclusive

of

diverse

perspectives,

which

encompasses

hearing

voicesacross

all

generations

that

are

in

the

room.10At

their

worst,

meetings

are

a

waste

of

time

and

a

source

of

stressthatcanerodeemployeewell-beingandprovokegroup-baseddivisions.11They

are

a

place

where

team

members

can

experienceexclusion,interruptionsandbeingtalkedover.Thereisevidencethat

the

waste

and

damage

to

organizations

caused

by

unproductivemeetings

each

year

runs

into

hundreds

of

billions

of

dollars.12

Gettingmeetingsrightisthereforeanopportunitytoreducecosts,boostproductivity

and

increase

employee

engagement.10

Perlow,

L.

A.,

Noonan

Hadley,

C.,

&

Eun.,

E.

(2017)

Stop

the

meeting

madness:

How

to

free

up

time

for

meaningful

work.

Harvard

Business

Review,

94(4),

62-69.11

Romney,

A.

C.,

Allen,

J.

A.,

&

Heydarifard,

Z.

(2023).

Meeting

load

paradox:

Balancing

the

benefits

and

burdens

of

work

meetings.

Business

Horizons.12

Economy,

P.

(2019,

January

11).

A

New

Study

of

19

Million

Meetings

Reveals

That

Meetings

Waste

More

Time

Than

Ever

(but

There

Is

a

Solution).

I.本報(bào)告來源于三個(gè)皮匠報(bào)告站（）,由用戶Id:879887下載,文檔Id:619016,下載日期:2025-03-25Employees

of

different

generations

are

often

thought

to

have

differing

viewsabout

when

and

how

meetings

should

take

place

(remote

vs

face-to-face,

shortvs

long,

etc.).

To

reduce

perceived

waste,

some

organizations

have

drasticallycutmeetingsfromworkdaysorintroduced‘no-meeting’daypoliciestofreeemployees

to

focus

on

individual

‘deep’

work.

However,

meetings

can

playa

valuable

role

in

shaping

the

workplace

experience

for

employees

of

allgenerations,13and

there

is

no

evidence

that