Managing an Older Workforce

Retire at 65? These days that’s doubtful! People now enjoy better health as they age and, as a result, are able to remain in the labor force longer. Also, economic factors—an uncertain economy and an increase in the Social Security eligibility age, for example—create incentives for people to keep working. But it’s not just about economics—many older adults love their jobs! They work not because they have to, but because they want to.

According to the U.S. Bureau of Labor Statistics, between 1977 and 2007, employment of workers 65 and older increased 101%, compared to a much smaller increase of 59% for all employees. The number of employed men 65 and older rose 75%, but employment of women 65 and older increased by nearly twice as much, climbing 147%. While the number of employed people 75 and older is relatively small (0.8% of the employed in 2007), this group had the most dramatic gain, increasing 172% between 1977 and 2007.

So what are the implications for your workplace? Do older workers add value? Do they require special considerations?

The answers are “Yes” and “Sometimes.”

Older workers can bring wisdom, knowledge, and experience to an organization. They tend to be loyal, reliable, hard workers. They also can serve as mentors for younger and/or less experienced employees. In fact, many employers are concerned about losing older workers to retirement. In a poll conducted by AARP and the Society for Human Resource Management (SHRM), of 430 human resource professionals surveyed, nearly three in four (72%) say the loss of talented older workers is a problem or a potential problem for their organizations. Over 50% polled say employees 50-plus have a stronger work ethic, bring more professionalism to their job, and have better writing and grammar skills than younger workers.

There is, however, the challenge of new technology for some older employees. What seems intuitive to younger generations may feel daunting to the mature worker. Fortunately, there are ways to support your older workforce in their struggles to keep up with the latest programs, apps, and devices.

• Identify the technology that is essential for successful job performance. There is no value in insisting that an older employee learn technology he or she is unlikely to use.
• Recognize that some older employees may be anxious about or be resistant to learning new technical skills. Support them by acknowledging their difficulty and offering assistance—but make your expectations about their required skill development clear.
• Consider pairing up techies and non-techies so non-techies can be mentored by a peer. You might consider creating intergenerational teams to work on technology together. This can be a good way to build positive relationships between employees in different age groups.

The Bottom Line

Communicate through your own attitude that every generation offers something important to the workplace. Also make it clear that mutual respect is essential and is not related to the age of team members or seniority.

If you are supervising someone who is older than you are and you feel there is a problem, speak with that employee. Do not discuss age differences as a contributing factor. However, focus on performance issues and your observations about workplace interaction.

Finally, don’t assume that older workers are just biding their time until they can afford to retire. More and more people are staying longer in the workforce not only for economic reasons but also because they really enjoy working.

Is your workforce aging? How do you support the needs of older workers?

--by Jo Renee Fine, PhD

Jo Renee Fine, PhD, is the director of training and content development at Harris, Rothenberg International. She is happy being an older worker.