Facilitating

knowledge transfer
between
generations

Funded by
This work is published under the responsibility of the Secretary-General of the OECD. The opinions
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Please cite this content as: OECD (2024), “Facilitating knowledge transfer between generations”, OECD,
Paris.

Acknowledgments : This document was prepared by Simona Otrisalova from the Employability Division of
the Directorate for Employment Labour and Social Affairs. It benefitted from the helpful comments of Mark
Pearson, ELS Deputy Director and Shruti Singh, Senior Economist and statistical help by Dana Blumin.

Design and editorial support: Monica Meza-Essid.

This work has been funded by: the Equity Action Platform of the World Business Council for Sustainable
Development (WBCSD), building on the work of Business for Inclusive Growth (B4IG) which was
integrated into WBCSD early 2024

Image credits: Shutterstock_384026299.

Contacts: Shruti Singh: shruti.singh@oecd.org; Simona Otrisalova: simona.otrisalova@oecd.org

© OECD 2024

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Facilitating knowledge transfer between generations © OECD 2024
Table of Contents

INTRODUCTION.............................................................................................................................................................. 4
INTERGENERATIONAL KNOWLEDGE TRANSFER..................................................................................................................... 5
What is it about?.................................................................................................................................................. 5
An effective intergenerational knowledge transfer boosts productivity…............................................................ 6
…and increases resilience of the company ........................................................................................................ 6
MAIN TYPE OF PROGRAMMES THAT FACILITATE KNOWLEDGE TRANSFER BETWEEN GENERATIONS ............................................... 7
1. Coaching and mentoring ensure effective knowledge transfer from older to younger workers ...................... 7
2. Reverse mentoring keeps experienced workers engaged and new colleagues committed ............................. 9
3. Intergenerational job shadowing promotes on-the-job transfer of knowledge .............................................. 11
4. Intergenerational team pairing fosters knowledge sharing between generations .......................................... 12
5. Digital documentation allows to capture and archive key knowledge across time and space............................ 13
6. Communities of practice boost knowledge transfer beyond traditional organisational boundaries.................... 14
HOW TO IMPLEMENT AN EFFICIENT INTERGENERATIONAL KNOWLEDGE TRANSFER WITHIN COMPANIES? .................................... 15
Step 1: Identify critical knowledge and key players in intergenerational knowledge transfer................................. 15
Step 2: Capture, store and share the knowledge ................................................................................................. 15
Step 3: Create a supportive environment for knowledge sharing......................................................................... 15
APPENDIX A: CASE STUDY: SAP ................................................................................................................................... 17
Overview ............................................................................................................................................................ 17
Purpose of the SAP’s cross generational mentoring programme......................................................................... 17
Participants in the SAP's cross generational mentoring programme ................................................................... 17
Description of the SAP’s cross generational mentoring programme .................................................................... 17
Project impact and outcomes ............................................................................................................................. 18
Key learning ....................................................................................................................................................... 18
Further information ............................................................................................................................................ 18
APPENDIX B: CASE STUDY: MANPOWERGROUP ............................................................................................................... 19
Overview ............................................................................................................................................................ 19
Purpose of the ManpowerGroup’s programme ................................................................................................. 19
Participants in the ManpowerGroup’s programme ............................................................................................ 19
Description of the ManpowerGroup’s programme............................................................................................. 19
Project impact and outcomes ............................................................................................................................ 20
Key learning ...................................................................................................................................................... 20
Further information............................................................................................................................................ 20
BIBLIOGRAPHY ............................................................................................................................................................ 21

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Facilitating knowledge transfer between generations © OECD 2024
Introduction workers declare as valued aspects of work
(OECD and Generation, 2023[3]).
The firm-specific knowledge and expertise In this context, facilitating effective knowledge
accumulated over years of service represent transfer between generations emerges as a
invaluable assets for business. However, strategic imperative, crucial not only for
companies are increasingly facing the risk of transmitting work-related knowledge but also for
losing talent as two key trends unfold. First, due shaping attitudes (Pfrombeck, Burmeister and
to ageing populations and the approaching Grote, 2024[4]). Intergenerational knowledge
retirement of the demographically strong baby transfer ensures continuity, resilience, and
boomer generation, many long-tenured competitiveness in the face of evolving workforce
employees will leave the labour market, taking dynamics (Burmeister and Deller, 2016[5]). This is
with them decades of experience. Second, with particularly important for SMEs, which often
rapidly evolving labour markets, workers are grapple with labour shortages and limited
more frequently changing jobs. For instance, resources for training and development.
overall job tenure declined by 8% (or around
nine months) between 2012 and 2019, with The 2024 OECD/B4IG/WBCSD Multigenerational
more than half of workers aged 55-59 having left Workforce Survey revealed that only a few
their positions within the next five years (OECD, employers have fully developed policies to
2023[1]). encourage knowledge transfers, as they
encounter several barriers when implementing
Embracing greater age diversity and fostering these initiatives. One significant challenge is the
effective collaboration between generations can age gap between managers and their
be effective ways in supporting a dynamic subordinates, with younger managers often
working environment, high employee feeling uncomfortable managing older workers,
engagement and productivity, ultimately leading and vice versa. Notably, the lack of know-how on
to higher retention of both older and younger how to implement these initiatives emerged as
workers (OECD, 2020[2]). the most commonly cited barrier, with over 28%
of surveyed companies acknowledging it
To fully leverage the advantages of a
(Figure 1).
multigenerational workforce, employers need to
break down prevailing age-related This brochure aims to bridge this gap by
misconceptions and understand their workforce's identifying the most effective tools for facilitating
needs and preferences. Recent evidence knowledge transfer across generations and
indicates that there are more similarities in work overcoming age-related misperceptions, while
attitudes and aspirations across workers of all also outlining the practical steps organisations
ages. For instance, the scope of work, should consider when implementing them. The
recognition, impact, and work relationships are brochure features several insights from
job dimensions that both older and younger companies, as well as two comprehensive case
studies included in the appendix.

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Facilitating knowledge transfer between generations © OECD 2024
Figure 1. Employers lack information on how to implement knowledge transfers

Share of respondents identifying specific barriers that their company faces in implementing knowledge transfer
initiatives.

% %
35 35

30 30

25 25

20 20

15 15

10 10

5 5

0 0
Lack of know-how on how to None Difficulty integrating Discomfort of younger Discomfort of older workers
implement these initiatives employees of varied age managers with older workers with younger managers
groups

Note: The OECD, in collaboration with B4IG/WBCSD and Business at OECD (BIAC), conducted a survey to explore
multigenerational employer practices on knowledge transfer. The online anonymous survey, ran from November 15,
2023, to February 2, 2024, and targeted HR or line managers. The survey question, "In your opinion, what are the
barriers your company faces in implementing knowledge transfer initiatives?" was answered by 52 self-selected
companies (OECD, 2024[1]).
Source: 2024 OECD/B4IG/WBCSD Multigenerational workforce survey

Intergenerational knowledge transfer

What is it about? knowledge, comparable to the visible tip of the

iceberg, consists of information that can be
Intergenerational knowledge transfer refers to a
readily codified into tangible forms such as
process by which individuals of varying age
documents, recordings, images, or formal
groups share and acquire valuable skills,
procedures (Calo, 2008[9]). On the contrary, tacit
information, experience, and ideas within a
knowledge resides within the minds of
business setting (Wang and Noe, 2010[6]; Harvey,
experienced employees and the organisation’s
2012[7]). This transfer can occur formally, through
collective memory. While explicit knowledge is
structured instruction procedures, training, and
easily transferable without loss of meaning
workshops, or informally, when information is
(Turner and Makhija, 2006[10]), articulating and
exchanged often on the job, through verbal
sharing tacit knowledge proves to be more
instructions, observation, or presentations.
challenging. Nonetheless, this type of knowledge
Similar to an iceberg, knowledge can be divided is crucial for firm-specific institutional know-how,
into explicit and tacit components (Dalkir, 2013[8]; providing a competitive edge, and should be
Bolisani and Bratianu, 2018[9]). Explicit integrated into knowledge transfer mechanisms
(Harries, 2012[11]; Sprinkle and Urick, 2018[12]).

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Facilitating knowledge transfer between generations © OECD 2024
An effective intergenerational perspectives and up-to-date skills with their older
knowledge transfer boosts counterparts, creating a dynamic learning
productivity… environment. Also, by sharing experience,
individuals can build upon their successes and
Learning from long-tenured team members allows
avoid the mistakes of others, leading to better
new or inexperienced employees to gain valuable
decision-making.
insights into the organisation's culture, values, and
goals, and quickly learning about company By encouraging exchanges and dialogues
policies, procedures, and best practices. This can between generations, organisations can challenge
be particularly important during the onboarding of stereotypes associated with age and foster a
new employees and when implementing new culture of continuous learning, resulting in a more
technologies (Jeske and Olson, 2022[16]). skilled workforce and greater innovation (Schmidt
Conversely, younger workers can share fresh and Muehlfeld, 2017[17]).

Infographic 1: Intergenerational knowledge transfer brings numerous benefits:

…and increases resilience of the Finally, knowledge transfer between generations

company fosters greater job satisfaction, loyalty and
retention among both younger and older
Intergenerational knowledge transfer ensures
workers (Burmeister, Wang and Hirschi,
that critical knowledge is effectively passed on
2020[18]; Henry, Zacher and Desmette, 2015[19];
and retained within the diverse workforce of an
Marvell and Cox, 2017[20]). Studies indicate that
organisation or team (Burmeister and Deller,
while younger workers value receiving
2016[5]). Crucial for succession planning, it
knowledge from their coworkers, more
facilitates a smooth transition of leadership and
experienced workers often find fulfilment in
responsibilities to younger employees during
passing on their know-how and expertise to
times of change, such as when an experienced
others.
employee retires or leaves the organisation.

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Facilitating knowledge transfer between generations © OECD 2024
Main type of programmes that Reio, 2013[24]). Additionally, they serve as a
facilitate knowledge transfer supportive mechanism for other training
programmes (Blackman, Moscardo and Gray,
between generations 2016[25]; Hagen and Gavrilova Aguilar, 2012[26];
Burmeister, Wang and Hirschi, 2020[18]).
This section presents various initiatives that
employers can implement to connect employees From the employees' perspective, a 2018 AARP
of different generations in the workplace and survey on Mentorship and the Value of a
facilitate knowledge flows among them. Evidence Multigenerational Workforce revealed that 83% of
shows that establishing one-to-one relationships respondents who have had or have been
between workers of varying levels of seniority mentors considered the experience extremely or
and age is particularly effective for transferring very important to their career (Anderson,
implicit knowledge. At the same time, a more 2019[14]). While developing job-related skills and
systemic and structured approach is preferred expertise are among the top benefits of
for transmitting explicit and coded knowledge, mentorship, most mentees also value the advice
such as through documentation and knowledge and connections a mentor can provide.
management systems (Rupčić, 2018[15]). Concurrently, senior mentors may experience
Within-firm mobility is also a key component of higher visibility across the organisation, as well
enhancing intergenerational knowledge transfer as gratification and recognition from the
(OECD, 2024[21]). mentoring relationship (Kennett and Lomas,
2015[32]; Eby et al., 2006[31]). This is indeed well
1. Coaching and mentoring ensure documented in the coaching scheme targeted at
effective knowledge transfer from older workers aged 45 and above that BNL BNP
to younger workers Paribas, an international banking player,
developed in Italy (Box 1).
Learning relationships through coaching and
mentoring mobilise older experienced workers to Intergenerational mentoring and coaching
share skills, knowledge, and expertise with their programmes have proven to be a cost-effective
younger ‘protégés’ through developmental strategy, particularly beneficial for businesses
conversations, experience sharing, and role navigating competitive environments (OECD,
modelling. Although both concepts are often 2020[2]). Employers widely acknowledge these
used interchangeably, mentoring refers to a more initiatives as highly effective for transferring
informal relationship concerned with the long- knowledge between generations (Figure 2). As a
term career development of the individual, while result, coaching and mentoring programmes
coaching is more formally centred on specific have become cornerstone tools in talent
skills and job performance that address management practices.
organisational needs (Passmore, 2006[22]).

At the organisational level, intergenerational

mentoring and coaching programmes have been
found to enhance productivity, job satisfaction,
organisational commitment, and retention of both
younger and older workers (Hussain Shah, Bin
Othman and Bin Mansor, 2016[23]; Ghosh and
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Facilitating knowledge transfer between generations © OECD 2024
 Box 1. Insights from BNL BNP Paribas

Objective: BNL BNP Paribas offers senior experts the opportunity to share their knowledge through a coaching
scheme, facilitating the transfer of accumulated skills and know-how to their colleagues, especially the younger
ones.
Main elements: In 2022, BNL BNP Paribas launched an internal cross-generational coaching programme across
its offices in Italy. This initiative helped to create a Learning Expert Community, an internal talent network, while
also recognising the contributions of senior experts within the company.
This new learning model at BNP Paribas includes the Train-the-Trainer programme (TTT), which started with a
pilot involving 17 employees aged 45 and above, all recognised as field experts with specific skills and validated
experience by their managers. To prepare them for their roles, they received training in lesson organisation, class
management, and participant engagement, including exercises on effective voice use, creating teaching tools,
sharing community goals, and technical setup. The teaching experience culminates in a 3-hour webinar where
the expert is prominently featured, and their teaching experience is validated by the company, fostering a
community of Learning Experts.
Outcome: As a result, the trained senior experts have been able to share their knowledge in group seminars of
varying sizes, ranging from 15 to 80 participants, delivering over 180 hours of courses since 2022. Initially
targeting younger newcomers, these sessions have also attracted a broad spectrum of older employees seeking
IT skill updates or new learning opportunities. As the initiative scaled up, the Expert Learning Community
expanded itself up to 69 members.

This internal cross-generational coaching programme has proven to be a cost-effective way to disseminate
knowledge and foster a new culture that values the talent of older workers, thereby enhancing overall engagement
and increasing their visibility across the company. A surprising outcome has been the interest of younger
employees in becoming part of the Learning Expert Community, sharing their digital skills with older colleagues.

“Intergenerational mentoring and

coaching programmes have proven to
be a cost-effective strategy particularly
beneficial for businesses navigating
competitive environments”, OECD 2020

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Facilitating knowledge transfer between generations © OECD 2024
Figure 2: Initiatives perceived as most effective for intergenerational knowledge transfers

Share of respondents identifying a specific initiative among the top three most effective in intergenerational
knowledge transfer.

Intergenerational mentorship or coaching programmes

Formal strategies or programmes to ensure intergenerational

knowledge transfer
Digital platforms/documentation to capture knowledge and
expertise of older, retiring, or departing employees

Policies/practices promoting intergenerational team pairing

A dedicated team responsible for coordinating knowledge

transfer initiatives
Incentives to motivate employees to actively participate in
knowledge transfer activities

%0 10 20 30 40 50 60 70 80

Note: The question “According to you, what are the top three most effective initiatives and formats for multigenerational
knowledge transfer?” was answered by 52 respondents among the members of B4IG/WBCSD and BIAC
Source: 2024 OECD/B4IG/WBCSD Multigenerational workforce survey

Mentoring programmes can be tailored to fit structured meetings, which encourage senior
different needs but should align with both employees to stay updated and adapt to the
individual and organisational goals (Blackman, evolving business landscape.
Moscardo and Gray, 2016[25]). At Nestlé, for
While reverse mentoring is commonly used to
example, mentoring initiatives began organically
impart technological skills to senior employees
as employees sought advice from more
in most organisations (Chaudhuri and Ghosh,
experienced colleagues. Acknowledging their
2012[28]), its potential extends beyond this.
success, these initiatives were spotlighted and
expanded to benefit all employees in the It serves as a conduit for transferring new ways
company’s respective territories (Box 2). of working, diverse perspectives and work-life
balance strategies. It can also help to dismantle
2. Reverse mentoring keeps
social isolation among mature workers and
experienced workers engaged and new
challenge age-related stereotypes (Breck, Dennis
colleagues committed
and Leedahl, 2018[29]; Flinchbaugh, Valenzuela
Reverse mentoring inverts the traditional and Li, 2018[30]). For younger workers, such
mentoring model by acknowledging the expertise relationships offer access to information,
of younger employees and allowing them to lead professional respect, personal fulfilment, and
the relationship, sharing their expertise and fresh leadership development, ultimately reducing
perspectives with older mentees. The knowledge turnover rates (Harvey et al., 2009[31])
transfer primarily occurs through regular,

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Facilitating knowledge transfer between generations © OECD 2024
 Box 2. Insights on mentoring initiatives from Nestlé

Objective: Nestlé aims to leverage the knowledge of their experienced employees through various mentoring and
reverse mentoring initiatives.
Main elements: Nestlé implements diverse mentoring programmes tailored to specific market demands of its
workforce, such as:
• In China, Nestlé operates a reverse mentoring programme, centred around 6 key topics since 2023:
i) strategies to attract and retain younger generations, ii) digital marketing techniques appealing to younger
demographics, iii) exploring AI in business operations, iv) youth expectations on feedback, v) becoming a
Key Opinion Leader (KOL) with over 10,000 followers, and vi) enhancing customer centricity.
• In Pakistan, Nestlé conducts a structured cross-generational mentoring programme featuring an initial
internal communication launch, a comprehensive 2-hour orientation session covering programme guidelines
and expectations, four follow-up meetings of 1.5 hour, an informal lunch midway at the midpoint, a dinner,
and a closing ceremony with subsequent internal communications.
• In the UK and Ireland, a mentoring programme focusing on parenting was developed following the
challenges faced by a female HR employee balancing work and motherhood. To address the high attrition
rates among employees returning from parental leave, this initiative has been expanded and is now integrated
into personal development learning. It now allows more experienced parents to mentor new parents on
managing parental leave and the transition back to work.
Outcome: These initiatives effectively facilitate communication between generations, fostering mutual
understanding of each generation’s strengths and differences, ultimately cultivating a positive and productive work
environment. They have also contributed to improved retention rates, as employees feel more supported,
recognised, and guided by the company. Key success factors among these initiatives have proven to include
ensuring appropriate mentor-mentee matches, addressing mentee concerns through clear expectations, and
securing strong commitment from all participants throughout the programme.

Due to the diverse experiences and backgrounds launched a cross-generational programme. Here,
of individuals involved, ensuring proper pair mentors and mentees take turns to ensure a
selection is key to establishing confidentiality and both-way transfer of knowledge (Box 3).
encouraging participants to step outside their Although there are many similarities with
comfort zones, openly sharing their feelings, traditional mentoring, reverse mentoring puts
thoughts, and new perspectives. To maximise the more emphasis on certain factors contributing to
potential of the intergenerational knowledge a successful relationship between mentor and
transfer, both mentors and protégés should mentee (Marcinkus Murphy, 2012[32];
understand the mutual benefits of their Pfrombeck, Burmeister and Grote, 2024[4]; Singh,
relationship, fostering a reciprocal connection Thomas and Numbudiri, 2021[33]).
rather than a hierarchical one (Ghosh and Reio,
2013[24]). This approach has been adopted at
SAP, a multinational software company, which

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Facilitating knowledge transfer between generations © OECD 2024
 Box 3. Case study on cross-generational mentoring programme in SAP

Objective: The SAP cross-generational mentoring programme aims to effectively integrate young newcomers
into the company and enhance cooperation and mutual understanding between different generations of
workers.
Main elements: The SAP cross-generational mentoring programme goes beyond traditional mentorship by
facilitating mutual learning and growth between colleagues of different generations. Using a digital platform for
efficient pairing based on individual preferences, the programme encourages a two-way exchange where
younger and older employees share their experiences, skills, and knowledge.
Outcome: Qualitative feedback indicates the programme's success in reducing age-related biases and
improving communication across generational divides at SAP. The programme helped senior managers to
understand and adapt their communication styles to better engage younger employees, thereby enhancing
integration and productivity within multigenerational teams. Employees of different generations have gained
valuable career insights and guidance, fostering a culture of mutual respect and continuous learning.
More information can be found in Appendix.

For instance, given its deviation from traditional Beyond teaching relevant skills, this method is
approaches, obtaining support from top particularly effective for the transfer of tacit
management and line managers is essential. knowledge by revealing workflows, problem-
Also, openness to learn is especially important solving techniques, decision-making processes,
since mentees have higher status and power in and interpersonal dynamics. Additionally, job
the hierarchy of the organisation and must shadowing encourages interactions with
relinquish some control and demonstrate a professionals across different departments and
willingness to learn from younger mentors. levels of seniority, helping to build networks
Finally, while reverse mentoring isn't intended as throughout the organisation. This can lead to
a catalyst for the career advancement of mentors, valuable insights into the company's culture,
there should be a focus on developing their bridging generational gaps, and fostering a more
leadership skills. inclusive and collaborative workplace.

3. Intergenerational job shadowing From a strategic perspective, job shadowing is

promotes on-the-job transfer of essential for succession planning. It ensures
knowledge smooth transitions when senior employees leave,
by preparing their successors with the necessary
Intergenerational job shadowing has proven to knowledge and skills to maintain continuity of
be another cost-efficient method for transferring expertise within the organisation. It also allows
skills and knowledge across generations. This employers to identify and prepare high-potential
practice requires junior employees to closely individuals for important roles, ensuring timely
observe and learn from their more experienced knowledge transfer.
colleagues as they carry out their daily tasks
(Martin, Kolomitro and Lam, 2014[34]). While typically aimed at younger, less
experienced employees, who often have higher
expectations for career mobility, older and more
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Facilitating knowledge transfer between generations © OECD 2024
experienced individuals also seek to gain from while experienced workers have developed soft
new and challenging opportunities (Myers and skills and a deeper insight regarding business
Sadaghiani, 2010[35]). relations and leverage points (Rupčić, 2018[15]).

The effectiveness of job shadowing programmes Moreover, research indicates that

largely depends on the willingness of senior intergenerational contact can alleviate negative
employees to provide guidance and detailed age bias, bolster positive attitudes between
insights, and on the engagement of the different age groups, and ultimately improve
observers, who must be proactive in asking retention rates of both, younger and older
relevant questions. To maximise the benefits of workers (Li et al., 2021[13]; Henry, Zacher and
job shadowing, it is crucial to include real-time Desmette, 2015[19]; Iweins et al., 2013[38]; OECD,
feedback and performance evaluations from both 2020[2]). These benefits of integrating younger
the participants and their mentors, identifying employees with senior ones is exemplified by
areas for improvement (Jaworski et al., 2018[36]; ManpowerGroup in Poland, where young
Azizi, Zolfaghari and Liang, 2010[37]). employees are invited to join the senior
leadership team (Box 4).
4. Intergenerational team pairing
However, managing multigenerational teams
fosters knowledge sharing between
bring some challenges too. Managers play an
generations
important role in ensuring effective
Organisations can boost intergenerational intergenerational cooperation, particularly in
knowledge transfer among their employees by mitigating potential conflicts that may arise due
intentionally forming age-diverse teams. to age disparities between employees and
Multigenerational teams perform better thanks to supervisors, or insufficient integration of age-
the spillover effect of more experienced to less diverse team members (OECD, 2020[2]).
experienced employees and the complementarity
Overcoming these barriers involves team-
between the different attitudes and skills of
building activities focused on fostering
employees of different ages (OECD, 2020[2]).
interpersonal relationships, facilitating social
Generational differences are often observed in
interactions, and building trust within teams (Wu,
attitudes toward work, organisational
Hsu and Yeh, 2007[39]; Shuffler, DiazGranados
commitment, leadership, and communication
and Salas, 2011[40]). Providing managers with
styles (Parry and Urwin, 2011[52]), (Benson and
relevant training can assist them in navigating
Brown, 2011[53]), (Becker, Richards and
age-related dynamics and fostering a culture of
Stollings, 2022[51]). If effectively leveraged,
information sharing among different generations
these differences can lead to positive outcomes,
(Veingerl Čič and Šarotar Žižek, 2017[41]; Goh,
such as improved collaboration, innovation, and
2002[42])
productivity. Each generation has something to
offer: younger workers are most valued for their
tech savviness and energy (Anderson, 2019[14]),

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Facilitating knowledge transfer between generations © OECD 2024
 Box 4. Case study on intergenerational team pairing in ManpowerGroup

Objective: ManpowerGroup recognised a lack of representation of younger generations in decision-making

and strategy formulation teams, whose work impacts both younger and older employees. This initiative aims
to enrich board perspectives with insights from younger viewpoints.

Main elements: In Poland, selected young employees are invited to participate in regular senior leadership
meetings, where they represent younger generations. Over a period of one to two years, participants share
their perspectives, needs, and beliefs, openly discussing their perceptions on various topics, such as
communication styles, ESG, benefits and other policies appealing to younger generations.

Outcome: This intergenerational programme has yielded positive initial feedback from both older and younger
employees. Senior leaders have gained valuable insights into younger generations while younger employees
have developed a deeper understanding of business accountability and decision-making processes. The
programme helped to foster innovative policies that cater to both age groups. Future evaluations will measure
the impact of these decisions on engagement and job satisfaction among younger employees in the company.
More information can be found in Appendix.

5. Digital documentation allows to • Accessibility: Digital documentation ensures

capture and archive key knowledge convenient access to information anytime,
across time and space anywhere, and by anyone within the
organisation.
With the advent of ICT and networked computing • Searchability: Digital platforms offer efficient
systems, the process of capturing, storing, and search functionalities, enabling employees of
disseminating knowledge has become more varying experience levels to swiftly locate
accessible and cost-effective than ever before. relevant information.
Digital documentation is especially promising for • Adaptability: Incorporating diverse formats
the transfer of explicit knowledge (Farooq, such as text documents, videos, audio
2018[43]), enabling wider dissemination to current recordings, and interactive multimedia
and future employees through corporate intranets presentations, digital documentation caters to
or knowledge portals. the diverse learning preferences of different
generations.
Digital documentation plays a pivotal role in • Collaboration: Features such as commenting
capturing and describing an organisation's and editing facilitate collaborative knowledge
processes, thereby providing clear guidelines on creation and sharing among employees of
its current policies, procedures, and protocols. different ages.
Preserving key expertise from both current and
former employees allows an organisation to create The user-friendliness of digital documentation is
a comprehensive knowledge repository over time crucial for facilitating efficient knowledge transfer.
(Dalkir, 2013[8]). It serves as an efficient It should include data and information that are
knowledge transfer tool between generations due easily digestible, essential for decision making,
to several key attributes. These are: and vital for daily work (Stoddart, 2001[44]). Best
practices involve standardising formats and

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Facilitating knowledge transfer between generations © OECD 2024
templates to ensure consistency and clarity. interest, as demonstrated by the example of
Additionally, providing adequate training and Schneider Electric China (Box 5).
support to employees in using dedicated
This increasingly recognised collective learning
platforms is essential for promoting widespread
practice tends to make information flows relevant,
adoption and proficiency (Ellison, Gibbs and
featuring a shared repertoire of cases, techniques,
Weber, 2015[45]; Li and Herd, 2017[46]; Goh,
tools, stories, concepts, and perspectives
2002[42]).
(Wenger, Trayner and Laat, 2011[47]).
6. Communities of practice boost Facilitated by social media platforms, blogs and
knowledge transfer beyond traditional discussion forums, communities of practice are
organisational boundaries increasingly held online. This enhances
knowledge sharing especially in situations where
Communities of practice refer to groups of people
opportunities to interact on a face-to-face basis
who gather (either physically or virtually) to make
are constrained by geography, cost and time
use of shared knowledge, in order to enhance
differences (McLoughlin et al., 2018[48]). Moreover,
learning, explore new ways of working, and create
online spaces allow experienced individuals to
a shared value for the group (Dalkir, 2013[8]). They
share their knowledge over a longer period of
cut across traditional organisational boundaries,
time, ensuring a smooth transfer between
including people who do not share the same job
generations.
function, but overlap in a particular area of

Box 5. Insights from Schneider Electric China: Communities at work

Objective: Schneider Electric China aims to create a networking mechanism for both employees retiring in
5-10 years (referred to as “senior talent”) and their managers. Via this, members can proactively make
continuous knowledge sharing and provide one another with emotional support that helps senior talents better
cope with work and life challenges, transfer internal expertise, and plan for their unique professional futures.

Main elements: In 2023, Schneider Electric China established the Galaxy Club as part of their senior talent
development programme “Galaxy Project”. This community with both digital and face to face events is open to
all employees, regardless of age or role, who are interested in sharing experience and insights on topics
relevant to senior talents (50+ years). Key topics for 2024 include: Sharing successful practices and key
concerns: Disseminating best practices related to business pivots and associated challenges, including for
instance discussions on how to manage anxiety.
Career development knowledge and skills: Enhancing the career trajectories of senior talents through skill and
development and knowledge sharing.
Information sharing: Highlighting internal and external opportunities to keep senior employees informed and
engaged.

Outcome: The Galaxy Club provides a dedicated space for senior talent and their managers to engage in
discussions on career development. By involving employees from diverse backgrounds, the programme fosters
an inclusive environment that values intergenerational collaboration. For example, it has developed roadmaps
for both senior talent and their line managers, outlining specific actions to achieve mutually beneficial growth.

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Facilitating knowledge transfer between generations © OECD 2024
How to implement an efficient Step 2: Capture, store and share the
intergenerational knowledge knowledge

transfer within companies? After identifying and prioritising the relevant

knowledge and audience, the company can
determine the most effective methods for
Developing a structured intergenerational
knowledge transfer. Each method comes with its
knowledge transfer plan is crucial for any
own set of advantages and disadvantages, and the
organisation aiming to facilitate an effective flow
optimal choice will depend on factors such as the
of information and competences among
nature of the knowledge, the number of
employees of different age groups (FasterCapital,
employees involved, and the organisation's
2024[49]; Goh, 2002[42]; Schmidt and Muehlfeld,
budget. However, a common practice is to
2017[17]; Dalkir, 2013[8]). A comprehensive
formally store at least some explicit information in
knowledge transfer plan typically outlines a
the form of documents, to establish a knowledge
roadmap with key steps and strategies, including
base accessible to all employees at all times.
details such as the knowledge to be transferred,
the transfer method, the transfer team, the
Step 3: Create a supportive
timeline, and the budget. Best practices suggest
environment for knowledge sharing
that such a plan should encompass four key
steps: The proposed plan should also anticipate and
mitigate potential challenges and barriers when it
Step 1: Identify critical knowledge and comes to intergenerational knowledge transfer.
key players in intergenerational Evidence suggests that management and
knowledge transfer administrative support fostering a strong
cooperative and collaborative culture is especially
The first step in creating an effective
important for knowledge sharing between
intergenerational knowledge transfer plan involves
individuals of different generations (Mueller,
conducting a comprehensive knowledge mapping
2014[50]). Additionally, a robust culture of
and gap analysis. This can be accomplished by
continuous learning, along with explicitly
analysing job roles, tasks, and responsibilities to
allocated time for it, is essential to engage older
determine the critical knowledge that employees
workers effectively.
require to perform their jobs.
Another element of this step is developing
Simultaneously, it is essential to identify the
appropriate infrastructure that aligns with the
target audience in the knowledge transfer - both
organisation’s cultural and technological
the individuals or teams possessing the
enablers.
expertise to share (knowledge sharers) and
those requiring this knowledge (knowledge Breaking down hierarchies and fostering
recipients). The knowledge transfer team, horizontal communication flows might enhance
responsible for transferring the knowledge from both intergenerational knowledge sharing and
the source to the recipient, can consist of subject seeking. Implementing effective reward systems
matter experts, trainers, mentors, coaches, and can also motivate experienced employees to share
other senior employees. their know-how with younger colleagues rather
than engage in competitive behaviour.

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Facilitating knowledge transfer between generations © OECD 2024
Step 4: Measure and evaluate success commonly used to gauge the impact of
intergenerational knowledge transfer initiatives.
Once the intergenerational knowledge transfer
Additionally, gathering feedback from older and
process concludes, it is important to assess its
younger employees helps to identify areas for
effectiveness. Performance metrics, like
improvement, enabling refinement for future
employee productivity, employee retention, job
implementation.
satisfaction and customer satisfaction are

Infographic 2 – Knowledge transfer plan

Concluding remarks different generations together, facilitate dialogue

between them, and document the accumulated
By embracing intergenerational collaboration and expertise of older workers. This not only ensures
fostering knowledge transfer, organisations can business continuity, productivity, and resilience
tap into the potential of a multigenerational but also fosters a culture of continuous learning
workforce, future-proof themselves, and thrive in and innovation. Effective knowledge transfer
an ever-evolving labour market. As highlighted between generations is thus a strategic
throughout this brochure, employers can imperative for organisations to navigate the
facilitate the seamless intergenerational transfer challenges posed by ageing workforce dynamics.
of both explicit and tacit knowledge by
implementing robust programmes that bring
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Facilitating knowledge transfer between generations © OECD 2024
 Appendix A: Case study: SAP

The content of this appendix was provided by the company.

Overview
SAP, a multinational software company, launched a reciprocal cross-generational programme in 2017, which
pairs two individuals from various backgrounds across the company to exchange specific skills, aspirations,
and preferences. This reciprocal approach has helped to reduce misunderstandings between different
generations by encouraging open conversations and has led to a more inclusive organisational culture.

Purpose of the SAP’s cross generational mentoring programme

This initiative was born out of a need to integrate newcomers into the company and improve cooperation and
mutual understanding between older and younger workers. SAP realised that while having five generations
effectively working together boosts innovation and leads to better outcomes, managers may find it challenging
to ensure smooth collaboration between workers of different generations. To address workplace
misunderstandings, two awareness sessions with focus group discussions around different perceptions and
ways of working among generations were conducted. This improved collaboration between age-diverse team
members and the initiative evolved into a two-way cross-generational mentoring programme, which aims to
bring different generations closer.

Participants in the SAP's cross generational mentoring programme

The programme became a global tool available to all employees across all territories, ensuring a diverse range
of mentors and mentees. The programme is promoted through a monthly diversity and inclusion newsletter
and employees can include participation in the programme as a personal development goal in their learning
objectives. Around 50 pairs are formed during each cohort, which occurs once or twice a year, depending on
demand. While the pairing of participants was done manually in the initial years, the 2023 cohort was matched
using the SAP mentoring digital tool. This tool can incorporate diverse features such as selecting mentors
based on gender, culture, age, experience, and business units.

Description of the SAP’s cross generational mentoring programme

Pairing of the mentors with the mentees

SAP ensures efficient matching of mentors with mentees. While the responsible team manually paired
participants in the first cohort, SAP now uses a digital tool to automatically match interested employees based
on parameters such as background, personality, and desired exchange topics (e.g., soft skills, technical skills,
career guidance, specific experiences). This information is collected during the programme sign-up, where
mentors and mentees describe their background, personality, aspirations, expectations from the programme,
and preferences. Mentees and mentors can have more than one mentoring relationship if they want to explore
more perspectives.

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Facilitating knowledge transfer between generations © OECD 2024
 Support during the programme
After pairing interested individuals, SAP explains the programme in detail and delivers a group workshop on
“Breaking Generational Myths.” The cross-generational mentoring core team also provides participants with
best practices and guidance on how to effectively play the roles of mentor and mentee. They provide tools and
information about the purpose of the programme, possible discussion topics, the importance of building trust,
and the need for efficient follow-up, open communication, and two-way feedback.

The managing team also organises an initial ice-breaking session, where paired individuals meet and define
their expectations and what they want to learn from each other (e.g., one individual wants to learn more about
technology, while the other is interested in tacit organisational knowledge). Regular meetings (every 3-4 weeks)
of the paired individuals are encouraged in dedicated work zones, in more informal settings, or online, during
regular working hours for around 1.5 hours over a 6 to 9 month period. The company organises a mid-term
checkpoint, where HR ensures that the relationship is progressing well. After approximately 6 months, a final
concluding event takes place for all individuals who participated in the mentoring experience. This graduation
ceremony for the cohort serves to compare the various mentoring relationships, highlight commonalities and
differences, and recognise the added value of the programme. The core team also collects feedback to monitor
the programme's effectiveness and identify possible improvements or required modifications for future cohorts.

Project impact and outcomes

Collected qualitative feedback revealed that the programme has been highly effective in eliminating age-related
biases. Despite SAP being a technology-driven company where senior employees are well-versed in digital
trends, there existed a generational gap in work styles and communication. Senior managers sometimes faced
difficulties managing newcomers who are fresh graduates. Additionally, some senior managers received poor
scores from new hires but very good scores from experienced team members—highlighting that the issue was
not managing talent but different perception and preferred ways of working and communicating. The cross-
generational mentoring programme can help bridge this gap as older employees learned to communicate more
effectively with younger generations, adapting their language and understanding different work preferences
(e.g., adjusted meeting hours). This improved the integration of young newcomers into the company, enhanced
perceived productivity, and reduced frictions and misunderstandings within multigenerational teams. The
programme also enabled employees from different generations to gain valuable career insights and guidance
from their more experienced counterparts, fostering a culture of mutual respect and continuous learning.

Key learning
Two concepts have been crucial for the programme's success. First, the idea that everyone is both a mentor
and a mentee is embedded in the programme, allowing both individuals to take turns and effectively learn from
each other. Second, whoever is in the role of the mentee is encouraged to ask the question "Why?" whenever
they receive guidance or opinions from their mentors. This helps understand the rationale behind the advice,
question it, and exchange perspectives during deeper conversations.

Further information
Unlock The Power of Cross-Generational Inclusion

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Facilitating knowledge transfer between generations © OECD 2024
 Appendix B: Case study: ManpowerGroup

The content of this appendix was provided by the company.

Overview
ManpowerGroup, a global leader in innovative workforce solutions, has established a shadow board in Poland.
This initiative invites young employees to participate in meetings and other activities with the senior leadership
team of the country, fostering a two-way exchange of perspectives to bridge intergenerational divides.

Purpose of the ManpowerGroup’s programme

ManpowerGroup conducted workshops on challenges associated with different generations working together,
particularly focusing on preferences regarding leadership and communication within the organisation. These
workshops revealed leadership in Poland that despite Gen Z constituting approximately one-third of the local
workforce, their perspectives were underrepresented in executive decisions affecting company workforce and
policies. To better inform senior management about the aspirations and needs of younger workers, a shadow
board programme was established. This initiative aims to enrich senior leadership's decision-making and
translate company strategy into day-to-day reality, ensuring it encompasses the perspectives of both younger
and older employees.

Participants in the ManpowerGroup’s programme

Participants in ManpowerGroup’s programme were informed about the opportunity and its purpose through
various channels, including emails, town hall meetings, and newsletters, ensuring a wide reach to potential
candidates. Out of approximately 130 younger workers in Poland, about 30 expressed interest, and 7 were
selected to join the so-called Junior Leadership Team in 2024.

The selection process carefully considered the backgrounds of the younger workers to ensure diversity across
divisions, geographic locations, viewpoints, and personal traits, aiming to represent a broad spectrum of
perspectives within the younger generation.

Description of the ManpowerGroup’s programme

The programme was launched in January 2024, with selected junior colleagues intended to participate in
the shadow board for a two-year cadence. Following this period, younger employees will rotate to ensure a
continuous influx of fresh perspectives.

The intergenerational board convenes regular operational meetings every 4 to 6 weeks, conducted online
or face-to-face, with additional informal online interactions between meetings as needed. During the
sessions, younger employees actively engage with senior leaders, sharing their perspectives and
questioning the rationale behind formulated policies and ideas. They are treated as business partners,
empowered to challenge senior leadership decisions to foster open communication.

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Facilitating knowledge transfer between generations © OECD 2024
 Project impact and outcomes
While it is too soon for a formal quantitative impact evaluation, the qualitative feedback collected regularly
after each session has been very positive. The meetings are described as inclusive, characterised by
openness and a supportive environment, benefiting both generations:

• Senior leaders gain valuable insights into the younger generation’s mindset, learning about different
styles of social media messaging and overall communication. They also receive fresh ideas for the ESG
initiatives and learn how to offer appealing benefits and career prospects to younger employees,
ultimately boosting retention rates and job satisfaction among this demographic group.

• Younger employees gain exposure to high-level business perspectives. They learn about accountability
and responsibility for handling confidential internal information and witness how financial and
organisational decisions are made.

Overall, the multigenerational aspect of the team has proven valuable in bridging generational differences,
leading to more innovative and adaptive policies that satisfy both younger and older workers.

A more formal evaluation is planned after the programme’s conclusion. The impact of the programme will
be measured by assessing the engagement and job satisfaction indicators of younger workers collected
during the annual internal employee survey, directly assessing the impact of the new knowledge on the
younger segment of the workforce.

This initiative was developed locally by ManpowerGroup in Poland but has the potential to be scaled up in
the coming years and embedded in the global framework of the company.

Key learning
First, while the primary goal is to foster dialogue between generations on various topics, it is crucial not
only to prepare younger employees to openly discuss different perspectives but also to train older workers
to be receptive and integrate these perspectives into the strategy, even if they diverge from longstanding
beliefs.

Second, maintaining regular contact with younger participants has been a great enabler of the initiative.
Instead of waiting six months for formal feedback via a survey, more frequent, shorter check-ins have proven
effective in promptly addressing development needs and facilitating rapid adjustments between meetings.

Further information
• www.manpowergroup.com
• Justyna Jóźwiak, People & Culture Director, ManpowerGroup Poland,
justyna.jozwiak@pl.manpowergroup.com

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