MANAGING INTERGENERATIONAL TEAMS IN FOREIGN AND RUSSIAN COMPANIES

A large number of teams and teams include representatives of different generations who have different views on the organization of work and interaction. In this regard, conflicts and contradictions often arise. For the most effective functioning of such teams and collectives, it is necessary to take into account the characteristics and motivating factors of different generations. An analysis of the activities of foreign and Russian companies, including Google, IBM, Unilever, Oil Energy, Komus Logistics Center, Tochka Bank and others, has revealed practices that promote effective interaction between representatives of different generations in collaboration. Among them are the use of platforms for the exchange of knowledge and experience between employees of different generations; the organization and conduct of trainings on the development of communication skills and conflict management; cultural events that introduce employees to the traditions and values of different generations; facilitation, etc.