Age diversity management in the context development of employees

Effective management of the range of differences and similarities between employees can be a source of competitive advantage of the enterprise. This is the basis of the idea of personnel diversity management in the context of its development. The purpose of the article is to get acquainted with the principles of generational theory and the initiative of the Diversity Charter and to indicate the benefits for the company from the use of the Diversity Charter in choosing areas of staff development. It is established that diversity management is determined by the strategy of personnel management, based on the belief that differentiation between people is a direction of real improvement of economic results of the enterprise, its development in the field of innovation and market flexibility. It is substantiated that the existing differences between generations in the work environment can be identified at the following levels: education and skills, attitudes and attitudes at work, physical abilities, mental abilities and efficiency of knowledge acquisition, family values, productivity, communication. Generations X and Y predominate in the Ukrainian labor market. Retired baby boomers are leaving the labor market, and the share of Generation Z young people is increasing. It is noted that Generation Z representatives have special abilities to receive and process information, as technology accompany them from birth. For them, it is important to clearly define tasks, flexibility of working hours, career development. They seek to combine employment with employment itself. It has been proven that HR managers and line managers need to know the differences between generations and the reasons that led them to choose effective methods and tools for their development. The survey showed that companies do not implement diversity management strategies, and the activities carried out in this area are intuitive. The elements of diversity management found in the studied enterprises are based, on the one hand, on rational economic preconditions, and on the other hand, derivative adaptations of companies to the current labor market. The training offer is not adapted to individual employees due to age. Development proposals are similar for workers of all generations