During the last year, I’ve been writing extensively about the changes in workplace habits wrought by the pandemic… in particular the way that remote working has become not only acceptable in many companies but almost the norm.

So I was a bit surprised to read an article in The Metro by Andrew Carter (chief executive of Centre for Cities) labelling older people planning to continue working remotely once the pandemic is over as “selfish”.

His argument is that it is risking the development of younger employees, who rely on their older counterparts to mentor and train them up. I can certainly see the argument in that – it’s one of the key roles that older people play in the workplace.

During the pandemic, he writes: “They have been robbed of the chance to mix with colleagues and forge the friendships and networks that will stand them in good stead for the rest of their careers,” while those keen to reduce the commute are “typically older, more well-established in their careers and keen to share how pleased they are to have finally ditched the commute, how much more free time they have and how they have moved to the West Country or the Lake District.

“While the executive class is breathing in the country air,” he continues, “the long-term stability of their staff is under threat.”

To me, this is all a question of balance, and the more flexible approach which many organisations are looking at post-pandemic would appear to be the sensible solution. However, he appears to dismiss that: “The current messy hybrid working compromise risks creating a generational divide,” he insists.

I disagree. Allowing staff (of all ages) the opportunity to work part of their time in the workplace while giving them the chance to spend at least some of their time at home (if that works for them) reduces office space requirements, stress on our public transport systems, pollution, the time spent on endless commutes and many people’s reliance on others to provide care for family members – including children.

To me the future could be a balance that would be to the benefit of all generations. Yes, older workers should spend part of their time in the office, providing that mentorship and leadership – demonstrating the soft skills and client handling techniques that can take several decades to hone. Equally, many older personnel will be able to extend their working contribution because they won’t be getting exhausted by the endless commutes, and will be able to balance care duties without pressures, and even start to wind down their workload as retirement approaches.

Losing their skills entirely through an inflexible attitude towards remote working would be incredibly counterproductive: the nation needs older people within the workforce for a host of reasons, and the Lockdown has demonstrated that technology and being open to new ways of working can help that happen.

Let’s be open to more flexibility and then consciously build into the working day slots where the generations can come together, collaborate and learn from each other. The generations will only bedivided if employers don’t find constructive ways to build bridges.