Research Articles and Thought Leadership
Generations Hub
The Telegraph published 21 February 2026
Abstract
“I love the UK, but it’s not a place to build wealth anymore..."
Sky TG24 published 20 January 2026
Abstract
Different generations' approaches to AI in the workplace. Sky TG24 discuss this with Alessandro Cencioni, Managing Director of Protiviti Italia, and Elena Panzera, President of the Italian Association for Personnel Management in Lombardy.
Financial Times, published 3 January 2026
Abstract
An international report by Protiviti and the London School of Economics reveals that 70 per cent of workers use Ai at work: with training, the time saved increases by 28 per cent, while without training it increases by 14 per cent. GenZ the biggest user.
BBC Podcasts, published 24 November 2025
Abstract
Do you get on with people from different generations at work? There are lots of stereotypes about different generations. But are older and younger workers really that different? In this episode, Pippa and Phil talk about generations in the workplace, with Grace Lordan, director of the Inclusion Initiative at the London School of Economics.
Inc., published 5 November 2025
Abstract
Workplaces that tell employees to use AI, and follow through with training and support get twice as much out of these tools.
While most U.S. businesses are already using artificial intelligence tools in their workplaces, their adoption rates and productivity increases vary greatly. New research shows how valuable those efficiency increases can be when employers give their full support to staff, including properly focused training on new AI tools. It also shows how the ineffective or disorganised introduction of these apps often undermines their potential gains.
Facility Executive, published 4 November 2025
Abstract
Despite productivity potential, most employees have received no AI training in the past 12 months, reveals new LSE–Protiviti research.
Employees who use artificial intelligence (AI) are saving the equivalent of a full working day every week, according to new research from the London School of Economics’ (LSE) Inclusion Initiative, in collaboration with global consulting firm Protiviti.
Noah News, published 3 November 2025
Abstract
New research reveals that while incorporating AI into workflows significantly boosts productivity, a widespread lack of formal training limits organisations’ ability to fully harness these technological advances, highlighting the urgent need for inclusive skills development across all generations.
HR Dive, published 3 November 2025
Abstract
The Protiviti and London School of Economics report emphasizes the role of training in unlocking the benefits of AI tool use.
“For business leaders, the priority is clear: closing the AI training gap is one of the fastest ways to unlock measurable returns,” Grace Lordan, founding director of The Inclusion Initiative at LSE and research leader, said in a statement.
Consultancy UK, published 31 October 2025
Abstract
While talk around AI and automation has for generations revolved around the idea of replacing labour, and downsizing wages, many employers are concerned that it will not have this effect. While employees using AI save an average of 7.5 hours per week on repetitive tasks, best results come from staff trained adequately in digital skills which are in short supply – meaning they are something they could expect a premium wage for.
CFOtech UK, published 31 October 2025
Abstract
The study surveyed nearly 3,000 professionals and 240 executives worldwide and found that staff using AI gained on average 7.5 hours per week in productivity. This translates to an annual value of roughly GBP £14,000 per employee. Despite the measurable productivity benefits, the majority of employees reported receiving no formal training in AI. According to the report, 68 per cent of employees said they had not received any AI training over the past year.
CFO Brew, published 30 October 2025
Abstract
AI usage in the workplace is highest among Gen Z: 82% of that generation uses it, a survey by the London School of Economics, sponsored by Protiviti, found. The likelihood that an employee will use AI at work drops by generation. Around three-quarters (73%) of millennials and 60% of Gen Xers use it. (Only 52% of baby boomers do, but only 6% of survey respondents were boomers.)
Computerworld, published 30 October 2025
Abstract
Questions may linger about whether generative AI (genAI) is taking away jobs, but tools such as OpenAI’s ChatGPT, Google Gemini and Microsoft Copilot are apparently making employees more productive.
That was the conclusion of a recent study by the London School of Economics and consulting firm.
Fair Play Talks, published 29 October 2025
Abstract
The report, Bridging the Generational AI Gap: Unlocking Productivity for All Generations, surveyed nearly 3,000 workers and 240 executives across multiple industries worldwide. It found that professionals using AI save an average of 7.5 hours per week. That translates to approximately $18,000 (£14,000) in annual productivity gains per employee – the equivalent of one extra workday every week.
Financial Management, published 29 October 2025
Abstract
When it comes to using AI tools, generationally diverse teams are more productive, a new report found. But training for Gen Z employees outpaces opportunities for older generations to upskill.
Generational diversity is central to unlocking performance and productivity across teams, but when it comes to artificial intelligence (AI) initiatives, many companies are falling short.
LSE News, 28 October 2025
Abstract
"For business leaders, the priority is clear: closing the AI training gap is one of the fastest ways to unlock measurable returns."- Dr Grace Lordan
Financial Times, published 28 October 2025
Abstract
Employees who use artificial intelligence (AI) are saving the equivalent of a full working day every week, according to new research from the London School of Economics' Inclusion Initiative (TII), in collaboration with global consulting firm Protiviti.
PR Newswire, published 28 October
Abstract
Employees who use artificial intelligence (AI) are saving the equivalent of a full working day every week, according to new research from London School of Economics and Political Science (LSE). The report, Bridging the Generational AI Gap: Unlocking Productivity for All Generations, comes at a time when many have been worried about when the huge investments in AI will prove profitable.
Moonshot, published 28 October 2025
Abstract
Employees who use artificial intelligence (AI) are saving the equivalent of a full working day every week, according to new research from London School of Economics and Political Science (LSE). The report, Bridging the Generational AI Gap: Unlocking Productivity for All Generations, comes at a time when many have been worried about when the huge investments in AI will prove profitable.
with Protiviti on 28 October 2025
This ground breaking report explores data from more than 3,000 employees, providing leaders with specific, data-driven insights into how AI adoption is influencing productivity, collaboration and talent retention across generations. Catch up on the research launch where corporate leaders explored the topics discussed in the research.
Published 28 October 2025
Abstract
As artificial intelligence (AI) transforms the workplace, leaders are being challenged to increase productivity across a multigenerational workforce with varying technological needs, behaviours, experiences and attitudes. This report aims to extend impact by equipping leaders to leverage and navigate better employee use of AI across the workplace.
It Gets late Early podcast, 30 September 2025
Abstract
“We find that there's a huge lack of generational diversity happening in our meetings. Our research suggests that that's hurting productivity because there are diversity benefits to be gained by having voices from the younger and older employees present in meetings, especially when it comes to big-decision meetings.”
~ Dr. Daniel Jolles
It Gets late Early podcast, 30 September 2025
Abstract
“We find that there's a huge lack of generational diversity happening in our meetings. Our research suggests that that's hurting productivity because there are diversity benefits to be gained by having voices from the younger and older employees present in meetings, especially when it comes to big-decision meetings.”
~ Dr. Daniel Jolles
Intergenerational England, 30 September 2025
Abstract
"Dr Daniel Jolles identifies two key limitations of typical intergenerational workplace programmes: they often happen outside of core work activities, and they routinely overlook the needs and participation of the so-called ‘middle generations’ - employees aged 28 to 59, who make up over 70% of the workforce."
LSE Business Review, 2 June 2025
Abstract
As attitudes towards ageing evolve, some brands are beginning to feature older models in their marketing campaigns. However, this is often a superficial shift that may be perceived as "greywashing" — when advertisements publicly promote age inclusivity while internal practices are far from inclusive. Daniel Jolles and Claudia Vaccarone argue that a disconnect between purpose-driven messaging and actual practice undermines consumer trust.
Deep Thoughts With Michelle Handy podcast, 2 May 2025
Abstract
In this episode of Deep Thoughts with Michelle Handy, we explore what it means to build truly intergenerational workplaces with Dr. Daniel Jolles, a Workplace Behavioral Psychologist and Postdoctoral Researcher at The Inclusion Initiative at the London School of Economics. Daniel’s research focuses on workplace aging, generational collaboration, and how to rethink career longevity in an era of rapid technological and societal change.
Intergenerational England, 23 April 2025
Abstract
Successful intergenerational relationships require frequent contact between people of all generations, in which they are focused on the work. Initiatives aimed at getting people of all generations in the room together to address real operational problems and make strategic decisions are those most likely to deliver both the personal and organisational benefits of intergenerational exchange.
with Protiviti on 22nd January 2025
Media headlines and social media frequently pit generations against one another. But in the workplace, a lack of inclusion and collaboration across generations can quietly undermine productivity. In this roundtable, panellists shared actionable insights leaders can use to build ‘intergenerational’ inclusion, moving beyond mere representation toward a workplace culture where generational diversity drives engagement and productivity.
DEI After 5 podcast, 31 December 2024
Abstract
In this episode of DEI After 5, host Sacha Thompson welcomes Dr Daniel Jolles, during this discussion they explore the often-overlooked topic of age diversity in the workplace, discussing the generational miscommunications and differing values that can arise in diverse work environments. Dr Jolles shares insights from his background in corporate project management, highlighting how redundancies disproportionately affect older employees. Tune in for an enlightening conversation on the importance of recognizing and addressing age diversity as part of a broader approach to diversity, equity, and inclusion.
LSE Business review, published 31 October 2024
Abstract
The generational tech divide is narrowing. Daniel Jolles and Grace Lordan surveyed more than 1,400 UK and US professionals and write that the ability to manage your attention and minimise task-switching is more important than how old you were when you first used a keyboard. This makes intergenerational diversity and inclusion key for productivity.
with Protiviti on 29 October 2024
Launching our new eye-opening report, 'When GENERATIONS meet: The productivity potential of multigenerational meetings'. Meetings are at the heart of collaboration and professional relationships, yet they often become a source of generational divides and stress. Catch up on the conversation as we explore how businesses can harness the full potential of all generations to transform meetings into more inclusive and productive spaces.
Published in collaboration with Protiviti, October 2024
Abstract
Drawing on data from more than 3,400 professionals, this report highlights the importance of harnessing the productivity potential of generations at the point at which key operational and strategic decisions are being made — in meetings. The financial impact of waste and damage to organisations caused by unproductive meetings runs into hundreds of billions of dollars each year. Our data finds that over one third (35%) of meetings are considered unproductive. We estimate that the cost to organisations of these unproductive meetings is approximately $259 billion in the United States and $64 billion in the United Kingdom for professional staff alone. As well as wasting valuable employee time, unproductive meetings can stifle organisations’ creativity and prevent teams from addressing key organisational challenges. For individual team members, unproductive meetings can be a source of friction and stress, undermining their overall job satisfaction. Better meetings are key to better workplaces, with each generation having a role to play.This report shows that by increasing representation across generations and creating more inclusive meetings, organisations can expect to significantly increase productivity benefits. The report provides actionable steps for leaders to realise these benefits.
Diverseek Podcast, published 28 August 2024
Abstract
Dr Daniel Jolles is a Postdoctoral Researcher in Behavioural Science at The Inclusion Initiative. His research primarily focuses on applying behavioural science to issues related to the aging workforce, generational dynamics, and age diversity. During this conversation Daniel discusses career longevity, enhancing workforce participation, and improving the well-being and productivity of employees across all age groups.
The Times, published 29 July 2024
Abstract
Younger workers are more likely to commute to the office than their older colleagues, but they’re more likely to take Fridays off. From avoiding phone calls to flouting company dress rules, Generation Zers often get a bad reputation in the workplace — even Jodie Foster said they were "really annoying" to work with — yet, contrary to the stereotypes, the younger generation is actually the most likely to go into the office. Only not on Fridays.
People Management, published 4 July 2024
Abstract
We are currently in uncharted territory in the workplace. With careers getting longer, for the first time we have a workforce made up of five generations: Gen Z, millennials, Gen X, baby boomers and traditionalists. But a 25 year old and a 59 year old, for example, have vastly different life experiences, soft skills and perspectives, which could make it difficult when work together. Recent research from the London School of Economics seems to confirm this, with claims that 37 per cent of Gen Z and 30 per cent of millennial employees experience low productivity, fuelled in part by friction with older managers. Those with managers more than 12 years their senior were nearly 1.5 times as likely to report low productivity, and nearly three times as likely to report being extremely dissatisfied with their job.
Forbes, published 23 June 2024
Abstract
New research by academics at the London School of Economics (LSE) and the University of Essex in the UK suggests that hiring bias against older workers is resistant to subtle nudging, and that efforts to address systemic discrimination must be more direct. Across five studies, each with randomly recruited UK participants, the study team evaluated the effect of decision bundling on the selection rates of older candidates in technology roles.
LSE Business Review, published 11 June 2024
Abstract
The use of generational labels like "Gen Z", "millennial" and baby boomer" isn’t unanimously accepted. We hear from two experts in workplace ageing who have opposing views on the topic. Daniel Jolles argues that these labels are widely understood and can help promote inclusion by highlighting real experiences of age in the workplace. Sheila Callaham argues that these labels are trivial, misleading and too often lead to pseudoscience and bigotry.
Published in collaboration with Protiviti, February 2024
Abstract
Prior to the launch of the Generations Survey, The Inclusion Initiative embarked on preliminary research, drawing on data from more than 1,450 employees in Finance, Technology and Professional Services Industries in the United States and the United Kingdom. The results of that research can be found in our preliminary report, GENERATIONS: Unlocking the Productivity Potential of a Multigenerational Workforce.
This report spotlights a call to action for leaders to prioritise intergenerational inclusion by making it a core focus to DEI and talent acquisition strategies. It shows that, despite the clear potential for productivity gains through intergenerationally-inclusive work practices, firms continue to miss out due to frictions between employees of different generations.
Raconteur, published 29 April 2024
Abstract
Today’s workplaces are more generationally diverse than ever before, with five distinct cohorts represented. But the emergence of generational echo chambers is preventing businesses from capitalising on the diversity of thought that is present within their workforces.
Dr Daniel Jolles, research assistant at the institute, says: "This shows that the generations aren’t working together as well as they could be. But when companies can establish good connections, they are able to bridge this gap between managers and employees, and see higher productivity as a result. This means there’s a good business case for having generationally diverse teams across most organisations, provided it’s in an industry which requires thought and creativity."
Business Insider, published 15 February 2024
Abstract
"We found that where there are larger age gaps between younger employees and older managers, they're experiencing lower productivity,"Daniel Jolles, told Business Insider, referring to younger workers. The slump in efficiency is all the more alarming because we’re already seeing a global productivity slowdown Jolles noted. Age gaps among workers don’t have to crimp output, he said. There are steps companies can take to make age differences an advantage, not a drag.
HRD Connect, published 15 February 2024
Abstract
Harnessing the ideas, experiences, and networks of talented employees from all generations has the potential to deliver significant productivity gains. Yet generational diversity has received relatively little strategic attention from leaders to date. With birth rates largely declining and careers getting longer, leaders can expect their teams to span multiple generations. This increasing generational diversity should be good for business.
LSE Business Review, published 7 February 2024
Abstract
Major firms are experiencing a widening gap between their youngest and oldest employees. And frictions between people of different age groups are undermining the potential productivity benefits of generational diversity. Daniel Jolles and Grace Lordan write that the issue arises especially among younger workers with older managers. They suggest ways to overcome potential conflicts.
Psychology Today, published 27 November 2023
Abstract
The interest in quiet quitting has been predominantly shaped by whether it anecdotal or real, a fad or a long-term phenomenon. This interest has extended to understanding the types of people who engage in quiet quitting, along with its effects on organisations and the economy at large.
But it seems we continue to ignore the elephant in the room: Why do people quiet quit? What is driving this phenomenon and can organisations turn back the hands of time to restore workforce fidelity?
APA PsychNet, published 23 October 2023
Abstract
Past research has shown that people are more likely to make the decision to hire candidates whose gender would increase group diversity when making multiple hiring choices in a bundle (i.e., when selecting multiple team members simultaneously) compared to making choices in isolation (i.e., when selecting a single team member). However, it is unclear if this bundling effect extends to age diversity and the selection of older candidates, as older workers are often the target of socially acceptable negative stereotypes and bias in recruitment, leaving them unemployed for longer than their younger counterparts. We discuss the theoretical implications for choice bundling interventions and for age as a diversity characteristic to support the design of interventions that meet the challenges of an aging workforce.
LSE Research for the World, published 26 September 2023
Abstract
The idea of putting in the minimum amount of effort required for one’s job – and no more – went viral in 2022. But who exactly is doing the "quiet quitting" and how might it impact the UK? Odessa S Hamilton, Daniel Jolles and Grace Lordan from The Inclusion Initiative at LSE set out the findings from the first study to show evidence of the "quiet quitting" phenomenon in Britain.
California Management Review, published 28 August 2023
Abstract
Generational labels like ‘Baby Boomer’, ‘Gen Z’ and ‘Millennial’ make for seductive clickbait. News feeds are flooded with research articles, editorials and whitepapers that claim to unlock the mysteries of what each generation knows and wants. Meanwhile, social media dishes up satirical videos that stereotype how each generation ‘shows up’ (or doesn’t) at work. But, there is growing concern about the negative influence that these cohort labels can have on workplace attitudes, in addition to the lack of scientific rigour that underpins them.
LSE Business Review, published 24 July 2023
Abstract
In a low-growth, low-productivity, low-birth rate era, with the pensions time bomb ticking away, keeping people working longer is crucial. But older workers are often overlooked for recruitment or promotion due to prejudice and ageism. Karina Robinson writes about her own experience and says that the problem risks getting worse, as more than half of today’s 5-year-olds in developed economies will live to at least 100.
The Times, published 23 June 2023
Abstract
The UK labour market has been hit by widespread "quiet quitting" among younger employees looking for a better work/life balance after the pandemic. Younger employees are now working up to seven days fewer a year as they scale back to delivering on the minimum terms of their employment contracts, according to research by the London School of Economics.
IZA Institute of Labour Econoimcs, published June 2023
Abstract
The post-COVID-19 phenomenon of 'quiet quitting' could be problematic for UK economic growth because unpaid overtime has been a key contributor to business productivity since the 2008 global financial crisis. Here, we explore the extent to which this phenomenon exists in the UK, and whether the tendency for 'quiet quitting' differs across generations. We analysed data from the UK Quarterly Labour Force Survey (QLFS) between 2007-2022 to determine changes in hours worked. Quiet quitting was characterised by notable declines in hours worked between 2019-2022, benchmarked against 2007-2018 trajectories. Analyses were demarcated by four commonly defined generational cohorts (i.e., Generation Z [GenZs; 1997-2004], Generation Y [Millennials; 1981-1996], Generation X [GenXers; 1965-1980], and Baby Boomers [1952-1964]). Overall, we found that the UK workforce reduced hours by ~28 hours per year post-pandemic. Hours lost was most notable in 2022, with hours down by ~36 hours. However, in assessing generational differences, quiet quitting was most pronounced in the two younger cohorts. GenZs showed the steepest decline in hours worked, while Millennials worked the least number of hours overall, with no indication of recovery by the end of the study period.
LSE News, published 23 June 2023
Abstract
The post-COVID phenomenon of ‘quiet quitting’ is widespread in the UK, with younger employees being the most likely to be working significantly fewer hours than before the pandemic, according to new research from The Inclusion Initiative at LSE.
Younger, degree-educated workers belonging to the 'laptop class', who enjoy the ability to work from home, are leading the ‘quiet quitting’ trend, researchers found, suggesting that remote-working is enabling it.
LSE Business Review, published 8 June 2023
Abstract
At age 81, American TV personality Martha Stewart graced the cover of the Sports Illustrated magazine. As we live longer, these high-profile celebrity moments make us question our own aspirations regarding health, relationships and careers. Daniel Jolles and Teresa Almeida list ways in which leaders must focus their efforts to capitalise on the increased workplace age diversity that comes from these longer lives.
LSE Business Review, published 2 February 2023
Abstract
While ‘age’ has not been historically underrepresented in our workforces, creating longer, fulfilling working lives is now an economic imperative. Like with other forms of diversity, popular myths have seen leaders consistently undervalue the performance benefits of age-diversity. Daniel Jolles and Grace Lordan break down three persistent myths about older talent.
Champion Age Diversity Day Key Note Speech, June 2022
Abstract
Age has been in the news. In the UK, we just celebrated the Platinum Jubilee of our queen, now 96-years old, and still delivering value in the workplace. In her case, that happens to be the balcony on Buckingham Palace. In the US we have the oldest man to be sworn in as President at age 78. At age 29, Joe Biden was one of the youngest people ever elected to the United States Senate. He may be domestically unpopular - hugely unpopular – but I am not alone in being grateful that an experienced statesman is in charge during the biggest crisis to face the West since the Cold War.
LSE Business Review, published 1 December 2022
Abstract
Lack of diversity compels many workers to move on, to the detriment of the organisation’s performance, innovation, and employee trust. Behavioural science insights can help guide diversity and inclusion (D&I) initiatives, but not all interventions work. Daniel Jolles suggests three steps to leverage data that can better equip companies to create the diverse, multi-generational and inclusive workplaces of the future.
Springer, published 12 October 2022
Abstract
We consider the extent to which temporal shifts have been responsible for an increased tendency for females to sort into traditionally male roles over time, versus childhood factors. Drawing on three cohort studies, which follow individuals born in the UK in 1958, 1970 and 2000, we compare the shift in the tendency of females in these cohorts to sort into traditionally male roles compared to males, to the combined effect of a large set of childhood variables.
LSE Business Review, published 3 February 2022
Abstract
In a world of ageing populations, extending working lives is widely viewed as an economic necessity. With up to four generations working alongside each other, organisations must ensure that their workplaces are inclusive, avoiding individual, interpersonal, and organisational harm. Sharon Raj writes that age discrimination can lead to the formation of workplace ingroups and outgroups, which reduces information sharing and collaboration. She discusses ways to address ageism in the workplace.