In considering equality and diversity, examine the positive benefits and remaining challenges organisations face in working towards an age diverse workforce

Primarily, the paper will emphasize its focus on the UK organizational environments, with frequent references to other advanced market economies globally. It will examine the factors behind the emerging trends, and suggest suitable recommendations that enable organizations to handle the challenges that age diversity presents to the organizational structure, behaviour and corporate culture. As explained in the introduction part above, demographic diversity within the workforce is a common experience for most organizations. Companies that have a workforce consisting of wider age differences enjoy certain advantages that distinguish the organization as multi-generational and dynamic. To begin with, age diversity presents a varied set of skills from which the organization can choose.

Principally, in such organizations, each age group contributes to a specific talent and skill that enables the organization to employ in attaining the desired market share (Parry and Tyson, 2011). For instance, the younger age groups have higher technological skills that span from social networking, webcasting and online marketing of products. On the other hand, the older generation has a sense of maturity characterized by exquisite interpersonal skills that flourish in environments where traditional communication is vital.

By blending the above skills, an organization attains a myriad of solutions directed to each age segment. In age-diverse workforces, the organization manages to transform its operations to suit the requirements of specific age groups (Muo, 2013). While the young professionals within the organization contribute to the recent business technology, the older generations use their experience to oversee the suitable markets in which this technology is applicable. Therefore, in such organizations, the older generations are under obligation to embrace technology in a bid to communicate effectively with wider customer bases.

On the other hand, workforces that do not have the technology savvy employees fail to match the competitive advantage in markets that have organizations with such employees. What’s more, in age-diverse workforces, the input of the younger generations seems to overshadow that of the older generations. However, it is fundamental to outline that the tradition of an organization is pivotal in determining the success of that organization within the market (Mor-Barak, 2013). Furthermore, this tradition represents the set of business skills that