Posts Tagged “jobs for older workers”

Posted by Judy Higgins on 30 July 2014

In workplaces all over the world, managers are for the first time dealing with the issues that arise when up to four generations work side by side.

Older workers stay on in employment for a variety of reasons. Some can’t afford to retire, others enjoy work and choose to continue, and in many cases mature employees want to build up their superannuation.

Organisations put themselves in a vulnerable position if they don’t have a profile of workers based on age and by section of the organisation. In an environment with an ageing population and ageing workforces, organisations need to be on the front foot. A profile of the age of your workers is essential, and a strategy to address retention and transition to retirement should now be part of any human resources strategy.

Talk to your older staff about their working plans. You will need to discuss:

  • How long they intend to continue working
  • Do they intend to keep working the same hours or slowly transition to retirement?
  • Will they be able to continue to do the same job for those years or will they need to re-train?
  • Developing an individual workplace plan

Critical to the effectiveness of this exercise is ensuring the discussion takes place in a non-threatening manner and that mature-age workers feel comfortable and confident to take part in the discussion. A carefully worded letter or memo should be sent to individuals from the Managing Director or CEO, advising them how valued they are and how serious the organisation is about retaining and working with employees who may be thinking about retiring.

Given that the age to access the age pension may rise to 70, considerations of older workers will be more important than ever. There are also many who will not want to work that long, and if they are some of your key people you need to know, and you need to have a strategy to address filling the gaps.

You must also make sure you have the policies and procedures in place to reflect that your company is sincere about valuing its older workers, and has the flexibility and trained managers to work in the best interests of all stakeholders. Companies that don’t do this well risk losing years of experience and knowledge that could be detrimental to their business.

 

Source:  The Living Well Navigator

Should turning 30 induce a panic attack over your employment prospects?
01 JUL 2014
By MELINDA HAM

Silicon Valley, the globally recognised pinnacle of technological innovation, is one of the most ageist places in the US, according to a recent article in the New Republic.

It claimed that an increasing number of 20-something tech workers in the Bay area of San Francisco are considering getting hair transplants, plastic surgery and Botox, so they don’t appear “old” to younger colleagues, prospective employers and venture capitalists obsessed with youth.

According to the US magazine, venture capitalists consider older entrepreneurs much less attractive, instead supporting their younger counterparts with millions on the chance their next big idea gives rise to a start-up that exceeds beyond expectations.

Keeping them happy are workplaces such as Dropbox, where workers scoot around the San Francisco headquarters on skateboards, play ping-pong into the night, and behave more like carefree college students than responsible, paid employees.

It’s a culture that’s at odds with the reality. In truth, more Americans over 55 are starting successful businesses than those in the 20-to-30-year age bracket, according to research from the Ewing Marion Kauffman Foundation.

The age debate rages in Australia as well.

The federal Budget handed down in May proposed increasing the age at which you could access the age pension in Australia to 70 (currently it’s 65, rising to 67 in 2023). This is in contrast to the most recent data from the Australian Bureau of Statistics, which shows people who retired in the past five years quit work at an average age of 61.5.

Convincing companies to hire and retain older workers is a big challenge, which is why the recent Budget proposed an A$10,000 phased bonus for those who take on a 50+ worker.

So is the hard truth that, despite the best-intentioned efforts, when it comes to the workplace, youth still rules? Or is it just the digerati who are riding the youth wave?

Steve Crowe had more than a three-decade media career behind him when he attended a job interview at a publishing company.

“I thought the Italian suit was a good idea at the time,” the grey-haired 60-year-old says, “but when I walked in and saw these two guys in their 20s in ripped jeans and T-shirts, the uniform of the creative industry, I knew it was all over.”

The pair gave his CV a rudimentary glance and the whole interview lasted about three minutes. He didn’t get the job.

“Ageism is alive and well and it permeates beyond IT because of people’s subconscious biases against older people,” argues Associate Professor Julie Cogin, the deputy dean of the Australian School of Business at the University of New South Wales (UNSW).

In a common recruitment scenario – as in Crowe’s case – an older applicant is often passed over for a younger person going for the same position, because the HR manager believes that individual will not learn or adapt as quickly, they have a fixed mindset, they would not report happily to a younger boss and would take off more sick days.

“The point is these are prejudices and haven’t been validated by fact,” Cogin says.

Ageism is alive and well and it permeates beyond IT because of people’s subconscious biases against older people.
– Professor Julie Cogin, UNSW
“In some cases, research has confirmed the opposite.”

Last year a study of workers by Essex Business School in the UK challenged these perceptions, finding that age didn’t determine a person’s commitment and productivity levels at work. This research reinforced findings from two earlier studies of German car manufacturers; at one BMW factory an assembly line solely of workers over 50, for example, was 7 per cent more productive than one of younger workers.

Despite age discrimination being illegal in Australia, international recruitment company Hays still often receives requests from HR managers for “a young worker to fit into a team of 20-somethings”, says Kathy Kostyrko, one of the company’s directors based in Canberra.

“We give them a shortlist of diverse candidates, but then because of their bias, the mature age workers may not even be considered for an interview,” she says.

However, elsewhere attitudes are slowly changing, Kostyrko adds, and many employers are happy to offer jobs to older workers.

“Thankfully, for executive positions and senior roles, a bit of grey hair is seen as an advantage and evidence that you have the skills and knowledge required,” she says.

“Really an employee’s attitude is everything. You could have an enthusiastic 70-year-old, willing to be engaged in the company, or a 30-year-old who is sitting back and complaining.”

Kostyrko says there is cause for hope as the community sector and specific employers such as Bunnings and Westpac are forging ahead against ageism.

Jane Counsel, head of diversity at Westpac, says that because one in five of their employees is over 50, the bank has progressively become more conscious of these “prime of life” workers’ needs and the importance of mapping their futures.

“We want to look at their careers, assist them with financial planning and transition to retirement,” she says.

These employees are in a mixture of roles ranging from head office, to frontline sales, commercial and retail banking, and reflect Westpac’s ageing client base.

And contrary to the New Republic report, Silicon Valley does show support for its relative elders, insists Melbourne-born Ned Dwyer, 31, founder of web design start-up Elto.

He recently moved to San Francisco and reckons the emphasis on youth is largely a media beat-up – and an exception, not the rule.

“Really, once you turn 30 it doesn’t mean you’ve passed your use-by date,” says Dwyer who appeared on the 2014 INTHEBLACK Young Business Leaders list.

He adds that companies such as Apple, Microsoft, Facebook and VSCO Cam (a camera app similar to Instagram) are businesses that hire more mature employees and have facilities to cater for their needs.

“Some start-ups who are at the early stage of development may still have that ‘beer-pong’ fraternity feel about them, but many more established tech companies have a family-friendly culture with daycare centres, family days out in the park and are happy to be super-flexible,” Dwyer says.

So cancel that nip ’n’ tuck.

Grey power
Attitudes towards mature workers vary across the world, says Dr Keri Spooner, a senior lecturer in the School of Management at the University of Technology, Sydney.

“Older people are venerated for their knowledge in Asian cultures,” she says.

“In countries such as China or Thailand, with compulsory retirement ages, most workers look forward to retirement as an entitlement.”

In Germany, with a low birth rate and an impending skills shortage, companies are taking measures such as offering longer holidays and more flexible work arrangements in a bid to dissuade older skilled workers from retiring.

Finland, with Europe’s most rapidly ageing population, is a trailblazer. Its national “active ageing” policy to ensure people stay in the workforce longer has given rise to flexible working arrangements, healthy workplaces, lifelong learning, well-developed care systems (for children, grandchildren and aged care) and retirement saving schemes.

Age against the machine
Companies such as Google Australia – despite its youthful image – hire people of diverse ages to assist their wide range of customers.

“Age does not matter at Google. Ideas and energy do, and of course age can influence both of those,” says Raul Vera, a senior engineer at the company.

Julie Cogin of the Australian School of Business says that the best employers celebrate multi-generational workforces.

“In many cases we are now seeing as many as four generations in a workplace and they can all learn from each other,” she says.

“It’s interesting because often the needs of the 55+-year-olds are similar to those in their early 20s. They aren’t driven by financial rewards, they have other motivations.”

Many older workers want flexibility, so they can support their children, assist in the care of their grandchildren or their own parents. Many are also happy to step out of the day-to-day operations of the business a bit more and act as a coach or mentor, to pass on some of their company knowledge, experience and wisdom.

This article is from the July 2014 issue of INTHEBLACK

Come in

 

Prospects for older workers have been improving over the last decade, which is fortunate with government plans to extend the retirement age to 70 by 2035. However, some sectors are proving to be more ‘age friendly’ than others.

A numbers game

According to the Australian Bureau of Statistics (ABS), the ‘health care and social assistance’ sector are the leaders, employing over 300,000 older workers (15 per cent of their workforce), followed by ‘education and training’ (204,000, 10 per cent) and ‘manufacturing’ (178,000, 9 per cent) as of November 2013. ‘Professional and scientific services’ show up at 8 per cent with ‘construction and retail’ both on 7 per cent of their overall workforce. Surprisingly, the public service – long a bastion of diversity – comes in at only 7 per cent with 147,000 older workers.

Australia is tenth in the world in participation of workers aged 55 to 64, according to the Organisation for Economic Co-operation and Development (OECD) figures from July 2013, which notes Australia’s leading job board for mature workers,OlderWorkers.com.au.

“We lag behind countries like Chile, New Zealand, Germany, Japan and Korea. Clearly more work needs to be done by government at all levels, who should be leading by example,” says OlderWorkers general manager, Judy Higgins.

Experience is an asset

Progress in this area appears to be driven mainly by the private sector, in companies both large and small. One company that has deliberately made older worker employment a strong focus is Woolworths, who claim 8.4 per cent of their workforce is over 55 years of age.

Estelle Olstein, the diversity manager for the Woolworths Group, sings the praises of older workers:

“Mature-aged workers bring life experience, maturity and well-developed communication and technical skills,” she says. “Having a diverse workforce enables Woolworths to leverage the unique contributions, experiences and perspectives.”

Best of the bunch

Another employer who truly appreciates the virtues and abilities of the mature workforce is Danielle Robertson, the CEO of Dial-an-Angel – an innovative home services business.

Robertson is positively effusive in her appreciation: “The value of older workers to Dial-An-Angel is the life experiences they’ve had. Mature workers tend to be more reliable, adaptable, loyal, willing to learn, compassionate towards others and patient.”

She adds: “They tend to stay longer and are more committed to making a difference in other people’s lives. They are friendly and keen to help us out in an emergency and happy to change plans at the last minute for urgent bookings.”

In fact, over 60 per cent of her workforce is 45 years of age or older.

In a world consumed by occupational health and safety issues, and a burgeoning demand for qualifications for even the simplest jobs, it is refreshing to hear Robertson say that she doesn’t look for qualifications if they present with practical experience.

“With the care industry, qualifications are encouraged but not essential for those who have worked in the industry for many years.”

People over processes

Robertson is quick to encourage other companies to employ older workers, offering the following advice: “Assess each person on their merits. Meet them, discuss what they’ve done in their life – getting to know them will give you good insight as to how they will approach a job. Be smart and realise older workers want and need to work.”

“With unemployment low, it comes down to matching the skills you require for a job that needs to be filled. Age should not be a factor, as long as the person is physically and mentally well.

She ends: “Give older workers the opportunity to prove themselves. You might just get a nice surprise.”