WHAT GOES around always comes around! In a dramatic volte-face, workplaces are coming full circle by going back to the tried-and-tested.
The blindingly obsessive hullabaloo over youth is slowly fading away as employers reawaken to the fact that old is really gold. Its time for the ageing generation to take heart as organisations are welcoming them back into the fold by considering `past the half-century mark' job applicants once again.
There is also a mad rush to keep older employees on board. Consequently, HR executives are shifting their target to hiring and retaining mature employees upto and beyond their retirement.
According to the annual recruitment survey of the Chartered Institute of Personnel and Development, 50 percent of American employers want to keep their staff beyond the age of 65.
Seventy per cent are actively seeking to recruit people aged between 55 and 65 and an astonishing 31 per cent are looking for people already entitled to the state pension. In fact, 102-year old Robbie Eisenberg is America's oldest worker!
Chickens come home to roost!
The change in tack is fuelled by demographic shifts and labour market changes defining a key skills shortage.
Mass exodus of mature workers renders an impending knowledge drain as organisations jeopardise years of invaluable experience and tacit knowledge.
Disillusionment with the ostensibly `promising' young generation's ineptitude and inexperience is compounding the crisis. `Grey-haired' employees are sorely needed to plug the labour and skill insufficiency if a company hopes to keep pace with its competitors.
As a diversity adviser stresses, `Older people are the future and we need their skills and knowledge'.
A senior customer base necessitates having older employees around as they can relate to them better than young hotshots.
Attracting the elderly also becomes critical to maintain a healthy employment mix as a means of circumventing age discrimination allegations.
Age no bar
Misconceptions and prejudices about the working aged abound - they are perceived as uneconomical, less technology-savvy, barely productive, etc.
However, the 50-plus generation is shattering the preconceived myths and proving itself as a valuable labour pool. For instance, during a savage snowstorm in Ohio, U.S.A., an 80-year-old pharmacy technician was the only one who made it to work. She called her manager and said, `Where is everybody?'
Older employees are substantiating that they can meet the demands of the job and are less likely to call in sick. By concentrating on efficiency and taking the work seriously, they deliver the goods with faster and better performance.
Being seasoned workers, they know the ropes and need less training or supervision. They are quick on the uptake even when it comes to grasping new skills.
Moreover, older employees reduce turnover costs as they are keener to stay at work and disinclined to job hop, unlike their younger counterparts. They bring a strong work ethic of loyal, dedicated, stable, patient, honest, reliable and punctual work.
Not only does their wealth of knowledge and experience contribute to business growth and success, but their very presence generates a positive influence on the work habits and productivity of younger workers. As one workplace researcher points out, `They embrace work not only as a way to put food on the table, but also as a means of feeding the soul. Their experience enhances any workplace'.
Roll out the red carpet
Though older people are keen to return to the workforce, they are wary of biased conduct. Employers have to convince them that they are unprejudiced and will provide fulfilling careers a second time round. Rethinking their approach with age-friendly overtones is essential to tap into the aging segment.
Recruiters have to understand their priorities as some may want to carry on in the same old job while others may seek fresh challenges. They need a change of pace requiring flexible arrangements like part-time work, telecommuting, job sharing or working from home. Consultant, mentor or phased retirement contracts can also be considered.
Managers should make the jobs interesting with training for modern skills, alternative roles and stimulating work. Attract them with health-care coverage and other work/life balance incentives.
Also, design the workplace with ergonomic tools to accommodate their age.
Bear in mind that older employees seek respect, value and fair-treatment at all times. So, a friendly, accessible and supportive environment can work wonders.
A case in point is McDonald's buddy system to minimise older workers' fears of moving into the workforce and acclimatise them to the work environment. It works as today more than 40,000 senior employees serve McDonald's customers worldwide.
All said and done, though over-the-hill employees are no longer expendable, taboos about hiring them still linger.
But, the day is not far when age will be accepted as a significant boon for business. And, biased people better open their doors else, one day they will find themselves on the `wrong' side of the age-frontier too.
The blindingly obsessive hullabaloo over youth is slowly fading away as employers reawaken to the fact that old is really gold. Its time for the ageing generation to take heart as organisations are welcoming them back into the fold by considering `past the half-century mark' job applicants once again.
There is also a mad rush to keep older employees on board. Consequently, HR executives are shifting their target to hiring and retaining mature employees upto and beyond their retirement.
According to the annual recruitment survey of the Chartered Institute of Personnel and Development, 50 percent of American employers want to keep their staff beyond the age of 65.
Seventy per cent are actively seeking to recruit people aged between 55 and 65 and an astonishing 31 per cent are looking for people already entitled to the state pension. In fact, 102-year old Robbie Eisenberg is America's oldest worker!
Chickens come home to roost!
The change in tack is fuelled by demographic shifts and labour market changes defining a key skills shortage.
Mass exodus of mature workers renders an impending knowledge drain as organisations jeopardise years of invaluable experience and tacit knowledge.
Disillusionment with the ostensibly `promising' young generation's ineptitude and inexperience is compounding the crisis. `Grey-haired' employees are sorely needed to plug the labour and skill insufficiency if a company hopes to keep pace with its competitors.
As a diversity adviser stresses, `Older people are the future and we need their skills and knowledge'.
A senior customer base necessitates having older employees around as they can relate to them better than young hotshots.
Attracting the elderly also becomes critical to maintain a healthy employment mix as a means of circumventing age discrimination allegations.
Age no bar
Misconceptions and prejudices about the working aged abound - they are perceived as uneconomical, less technology-savvy, barely productive, etc.
However, the 50-plus generation is shattering the preconceived myths and proving itself as a valuable labour pool. For instance, during a savage snowstorm in Ohio, U.S.A., an 80-year-old pharmacy technician was the only one who made it to work. She called her manager and said, `Where is everybody?'
Older employees are substantiating that they can meet the demands of the job and are less likely to call in sick. By concentrating on efficiency and taking the work seriously, they deliver the goods with faster and better performance.
Being seasoned workers, they know the ropes and need less training or supervision. They are quick on the uptake even when it comes to grasping new skills.
Moreover, older employees reduce turnover costs as they are keener to stay at work and disinclined to job hop, unlike their younger counterparts. They bring a strong work ethic of loyal, dedicated, stable, patient, honest, reliable and punctual work.
Not only does their wealth of knowledge and experience contribute to business growth and success, but their very presence generates a positive influence on the work habits and productivity of younger workers. As one workplace researcher points out, `They embrace work not only as a way to put food on the table, but also as a means of feeding the soul. Their experience enhances any workplace'.
Roll out the red carpet
Though older people are keen to return to the workforce, they are wary of biased conduct. Employers have to convince them that they are unprejudiced and will provide fulfilling careers a second time round. Rethinking their approach with age-friendly overtones is essential to tap into the aging segment.
Recruiters have to understand their priorities as some may want to carry on in the same old job while others may seek fresh challenges. They need a change of pace requiring flexible arrangements like part-time work, telecommuting, job sharing or working from home. Consultant, mentor or phased retirement contracts can also be considered.
Managers should make the jobs interesting with training for modern skills, alternative roles and stimulating work. Attract them with health-care coverage and other work/life balance incentives.
Also, design the workplace with ergonomic tools to accommodate their age.
Bear in mind that older employees seek respect, value and fair-treatment at all times. So, a friendly, accessible and supportive environment can work wonders.
A case in point is McDonald's buddy system to minimise older workers' fears of moving into the workforce and acclimatise them to the work environment. It works as today more than 40,000 senior employees serve McDonald's customers worldwide.
All said and done, though over-the-hill employees are no longer expendable, taboos about hiring them still linger.
But, the day is not far when age will be accepted as a significant boon for business. And, biased people better open their doors else, one day they will find themselves on the `wrong' side of the age-frontier too.
PAYAL CHANANIA
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