The Importance of Age-Focused ERGs in the Workplace

At a recent Global Intergenerational Week session, participants were asked two simple but revealing questions:

• When did you last speak to someone 15 years older or younger than you?

• How many people in your close network are 15 years older or younger?

  
  

Many participants were surprised by how age-segregated their lives had become, leading to limited intergenerational interaction. Recent research confirms this growing age segregation. In England, 98% of households are not made up of multiple generations (Gen-all). Children can form negative age stereotypes as early as age 3 (NIH). One in five Gen Z workers have never spoken to someone over 50 at work (LinkedIn workplace research). By 2030, nearly half the workforce will be 50+ (ONS). Ageism is prevalent, especially in hiring. Candidates from both ends of the age spectrum often struggle to get interviews due to age-based assumptions.

The Case for Age Inclusion in the Workplace

The argument for age inclusion is compelling—both from human and business perspectives. Promoting intergenerational understanding and collaboration can unlock empathy, innovation, and resilience. Despite this, a survey by ProAge and Brave Starts found that of 223 UK employers surveyed, only 29 had an age-focused employee group.

Age-focused ERGs: A Key Ingredient in the Age-Inclusive Workplace

If you work in a medium to large organization, chances are you're familiar with Employee Resource Groups (ERGs). These groups, sometimes known as Business Resource Groups (BRGs) or Affinity Networks, are voluntary, employee-led networks formed around shared characteristics. They create a psychologically safe space for members and allies to connect, collaborate, and support one another.

Amplifying Voices and Shaping Policies

ERGs can amplify underrepresented voices, influence company policy, and assist members in building leadership skills. They also expand networks beyond immediate teams. For employers, ERGs are crucial for translating inclusion strategies into action. They act as vital communication tools for understanding lived experiences, shaping policy, and raising awareness across the organization.

Current Landscape of Age-focused ERGs

While only 8–12% of organizations currently have an age-focused ERG—far fewer than those for gender or ethnicity—this number is gradually growing. Some pioneering networks are significantly advancing age inclusion, intergenerational collaboration, and age-informed customer insight.

Eager to learn from those with hands-on experience, I spoke with three inspiring ERG leaders: Dierdre Wafer, Co-chair of the Wisdom ERG at LinkedIn; Winona Bolislis, Co-lead of the Generations ERG at Sanofi; and Loek Hageman, co-lead of the Multigenerational Employee Resource Exchange (MERGE) at Bayer AG. Here are their highlights and top tips for anyone looking to start or strengthen an age-focused ERG.

Personal Motivation Matters

Effective ERG leaders often have “skin in the game.” Their insights and motivation are rooted in real-world experiences and a practical "muddy boots" perspective. Dierdre entered the tech world in her 50s, encouraged by a friend to overcome self-doubt. Her journey reflects the power of self-belief and the importance of representation in age-diverse spaces.

Similarly, Winona's motivation stems from her experience as a young mother and professional, aiming to amplify underrepresented voices and counter age-based stereotypes. Both leaders emphasize the necessity of a personal connection to age inclusion, stating, “It’s about being age-less."

The Role of Senior Sponsorship

Securing senior-level sponsorship from leaders committed to age inclusion is crucial for the success of any ERG. Additionally, investing time in building a robust ERG ecosystem lays the groundwork for long-term impact.

LinkedIn's ERG structure is a model example: 12 ERGs, 60 leaders, and 8,000 members organized regionally and supported by a central team. The Wisdom Group benefits from highly engaged executive sponsors who offer guidance, mentoring, and advocacy.

At Sanofi, establishing a global structure with senior sponsorship was critical to launching their Generations ERG. With backing from the Chief Digital Officer, they gained traction and spread awareness of the ERG's mission.

The MERGE BRG at Bayer started as a local initiative created by four colleagues. Loek secured senior sponsorship through direct approaches to the Pharma CEO. In time, MERGE has grown into a global network, organized around country-based chapters leading various initiatives.

Taking a Strategic Approach

It’s easy to feel overwhelmed by ideas and initiatives. In its first two years, Sanofi concentrated on building strong foundations for the Generations ERG by:

• Activating their executive sponsor to amplify the message and engage colleagues.

• Creating a realistic, prioritized plan of action.

• Raising local awareness through the ERG structure, ensuring country leads identified local priorities.

  
  

With these foundations in place, they moved toward more strategic initiatives, including:

• Training and development

• Ongoing communications and engagement

• Outreach initiatives, partnering with the Corporate Social Responsibility team to align volunteering opportunities with the ERG’s mission—such as mentoring, career transition support, and intergenerational volunteering.

  
  

Bridging the Generational Gap

Age-focused ERGs can spark dialogue around essential topics like skills development, leadership, and work-life balance. This helps break down barriers and fosters understanding across age groups, promoting the creation of age-diverse teams.

Individual Benefit and Organizational Impact

Successful ERGs provide benefits both to their members and to the organization. Dierdre explains, “Everything the Wisdom ERG does contributes across multiple fronts—LinkedIn’s culture, communication, career development, and commerce. It’s essential to connect our efforts to tangible benefits for the organization.”

The ERGs at Sanofi are seen as strategic assets aligned with corporate social responsibility and health and well-being goals. Bayer AG’s MERGE has contributed to the organization’s broader mission of Health for All, Hunger for None, through its sponsorship of the #GIW25 campaign for Global Intergenerational Week. This initiative showcased projects promoting intergenerational practices worldwide.

Intersectionality and Inclusion

Cross-collaboration between different ERGs is vital to recognizing that individuals belong to multiple identity groups. Age can act as a unifying theme that intersects with other important issues, such as workplace ergonomics, health, wellness, and inclusive facilities for parents.

Conclusion

Age-focused ERGs challenge traditional notions of age and success, promoting continuous learning, curiosity, and self-reflection. As Dierdre puts it, “We need to rethink age. It’s not simply about chronological age or job titles; it’s about remaining curious and adaptable.”

Effective ERGs foster allyship and mentorship. As Winona notes, “You don’t have to be to belong,” emphasizing that everyone can contribute to the age-inclusive dialogue. Supporting reverse or co-mentoring initiatives can help break down silos and foster intergenerational learning.

With age being a characteristic that will affect us all, age-focused ERGs can help shift the narrative around age in the workplace. These groups play a crucial role in creating a balanced, inclusive environment that values diverse skills and lived experiences across the age spectrum.

Additional information and resources can be found here:

Sanofi Allyship Guide: https://www.sanofi.com/en/our-company/sustainability/diversity-equity-and-inclusion-in-and-beyond-the-workplace/allyship

GIW25 campaign sponsored by Bayer: https://generationsworkingtogether.org/global-intergenerational-week

ProAge Multigenerational ERG Toolkit: https://www.proage.org/employee-resource-groups

About the Author

Michèle Dennison loves connecting people and ideas, facilitating creative collaboration, and supporting others to develop themselves and their networks. She is particularly interested in the strategic challenges of demographic change and the importance of intergenerational collaboration. With a strong background in People and Culture, she has a unique combination of leadership and consultancy experience.