E&M

Generational labels oversimplify organizational behaviors, obscuring more relevant structural, managerial, and professional factors. Through a qualitative study conducted in six large Italian companies, this article analyzes practices aimed at an increasingly older and more diverse workforce. The findings show a shift away from age-based segmentation toward interventions contingent on needs, life stages, and career trajectories. Broad and targeted inclusion, intergenerational training, reskilling, and age management emerge as levers for promoting equity, employability, well-being, and sustainable work throughout people’s entire career cycle.