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The aging population – at least in the Italian and Western context – and the digital transition are structurally reshaping the labor market and society as a whole. Intergenerational Learning (IGL) – as a mode of knowledge transfer and exchange between generations[1] – plays a strategic role in the broader framework of age management and lifelong learning by supporting organizational adaptation and promoting more inclusive participation across different generations of workers. This contribution highlights key findings from the AGEMIL (Age Management Intergenerational Learning; INAPP, 2025) study on the role of IGL practices in organizational contexts within both private enterprises and public administration. The study comprised a desk phase involving a review of national and international scientific literature, the reconstruction of relevant Italian and European public policies, and the analysis of the quantitative surveys “INDACO Enterprises” and “INDACO Public Administration”. The subsequent field phase included interviews with key informants, focus groups (involving senior, junior, and mixed employees, managers, and representatives from Interprofessional Funds and training institutions), as well as case studies of best practices within private companies and public administrations. The findings indicate that IGL significantly contributes to organizational well-being, particularly when the process adopts a structured approach to knowledge transfer between senior and junior employees (top-down) and vice versa (bottom-up). This exchange fosters a shared language across generations and helps overcome age-related prejudices, reducing conflict. The impacts on organizational well-being are multifaceted, spanning various levels: at the organizational level, knowledge transfer helps retain internal know-how and disseminate corporate values, improving employee retention and the organization’s ability to attract new talent; at the individual level, it boosts the motivation of senior workers, who, feeling recognized and valued, can find new purpose as they approach retirement; finally, from a broader social perspective, intergenerational cooperation strengthens social cohesion and enhances resilience to ongoing societal changes. A particularly important issue is the measurement and evaluation of the effects of IGL practices, which remains underexplored and inconsistently addressed both in academic research and organizational settings. This is partly due to an emerging evaluative culture in this field and partly to a limited awareness by organizations of the value and effectiveness of IGL practices, often implemented informally and without structure. Therefore, a paradigm shift is needed, where IGL is no longer seen as a supplementary or spontaneous practice but as part of a broader, structured strategy for age and human resource management, to effectively tackle the ongoing changes in both the labor market and society. To this end, a synergistic and multidisciplinary approach involving all stakeholders (institutions, the educational and academic system, and businesses) is essential to address the needs of a constantly evolving labor market while valuing the contributions of all generations.
