{"id":26068,"date":"2021-02-14T15:16:24","date_gmt":"2021-02-14T21:16:24","guid":{"rendered":"http:\/\/corevalues.com\/?p=26068"},"modified":"2021-02-14T15:16:24","modified_gmt":"2021-02-14T21:16:24","slug":"the-older-team-member-a-business-case-for-retaining-them","status":"publish","type":"post","link":"https:\/\/corevalues.com\/dev\/2021\/02\/14\/the-older-team-member-a-business-case-for-retaining-them\/","title":{"rendered":"The Older Team Member – A Business Case for Retaining them"},"content":{"rendered":"

\"\"<\/a>When I was invited to facilitate a group responsible for giving input to the President’s Council on aging in the 1990’s, one of the activities presented at the intergenerational conference was interesting. It told me a lot when it comes to “ageism” in the United States. It also showed me what it means to be an older team member.<\/p>\n

For example in one intergenerational activity, participants from the age groups teenagers to the “White Panthers” were involved. We were asked to walk across a gymnasium floor like we imagined people would walk at a certain age.\u00a0 The ages we imagined were age five to eighty-five.\u00a0 Yes, there were skips and jumps at age five. By age 50, however, the younger participants imagined\u00a0 walking with canes. By 85, they were pushing one another in chairs. This told me then that how we imagine the older team member isn’t so much out of respect for their age, knowledge base or empathy but through the lense of age bias slanted toward youth.<\/p>\n

The age challenge.<\/h4>\n

Take Rashon, 62, for example.\u00a0 Ranson is a dental services manager from Georgia who recently became his wife\u2019s primary caregiver. He\u2019s excellent at what he does and everyone loves him. But staying at work while caring for his wife diagnosed with Alzheimer\u2019s wasn’t feasible. Could he work from home and come to the office weekly to lead team meetings?<\/p>\n

Then there\u2019s Pamela, the 56-year old nurse suffering from chronic lower back pain after years of physically demanding work.\u00a0 While she loves what she does, staying on the job to cover her mortgage and pay the bills is overwhelming. Are there other options available to her where she can use her nursing skills?<\/p>\n

Rashon and Pamela are only two among millions of older workers who face similar challenges. As the number of older workers grows, so will the number of aging Americans with similar dilemmas.\u00a0 Should companies retain them?\u00a0 If they decide to rejoin the workforce, would you consider hiring someone with their background considering their ages?\u00a0<\/u><\/p>\n

The topic of the older team member is fodder for heated debate.<\/h4>\n

If it were up to me, I\u2019d take the risk and hire them. Here’s why.<\/p>\n

The older team member has exemplary skills, the necessary professional experience, and an admirable work ethic.\u00a0 Some employers have now taken the initiative to implement policies favoring the aging worker.\u00a0 From something as basic as providing assistive technology and equipment (ergonomic furniture) to establishing intergenerational training programs, flexible retirement paths, and caregiver support projects, it\u2019s\u00a0 apparent that some US employers recognize the value the older team member brings to the table.<\/p>\n

In a research paper published in December 2017 by the Senate Special Committee on Aging, here are some salient points to note:<\/p>\n

The business case for age-friendly workplaces is strong. <\/em><\/h5>\n

Hiring and retaining older workers can help employers retain valuable skills, address workforce shortages, and increase workplace diversity, which can contribute to improved outcomes.\u00a0<\/strong><\/p>\n

Most employers acknowledge the trend of the aging workforce; few are taking<\/em><\/h5>\n

While 80% of employer\u00a0action.<\/strong>s say they are supportive of employees who plan to work past the age of 65, only 39% offer flexible scheduling options and only 31% facilitate processes for moving from full-time to part-time roles.\u00a0<\/strong><\/p>\n

Current challenges make it more difficult for older workers to thrive in the workplace. <\/em><\/h5>\n

Age discrimination, inadequate training opportunities, working while managing health conditions and disabilities, balancing caregiving responsibilities with work, and preparing financially for retirement are among the main challenges facing an aging workforce.<\/p>\n

Many establishments shun the idea of maintaining an aging workforce. Even though health insurance benefits can be picked up by Medicare for age 65 and over, health is a concern. Poor health means missed work. Mature employees are also thought to be less flexible and more rigid in their thinking and personal habits.<\/p>\n

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Here\u2019s why hiring and retaining the older team member is a good idea.<\/h4>\n

People who are 50 years old and older are more likely to stay in a job LONGER than people who are between the ages of 25 to 35. \u00a0And while \u201cyou can\u2019t teach an old dog new tricks\u201d, the same doesn\u2019t hold true for majority of older members of the workforce.\u00a0 Thinking they are resistant to learning is a false stereotype.<\/p>\n

In the course of conducting training, I find that the older team member has a robust work ethic.\u00a0 They arrive early for a shift and remain focused throughout the day (true even for physically-demanding and fast-paced activities).\u00a0 Older workers also possess empathy and make good coaches for employees going through life experiences that the older worker has already conquered.\u00a0 \u00a0This is evident in small and medium-sized corporations.\u00a0 Many would go beyond their job description, despite a slump in sales and production, because they want to help bring business back. These are the discretionary actions<\/a> many CEO’s yearn for.<\/p>\n

I also find that older workers bring a prized level of critical thinking, experience, and life knowledge \u2013 aspects that cannot be taught without practice.\u00a0 In certain industries (embroiderers, cabinet\/furniture makers, among many others), it may take decades to acquire the technical expertise needed to master a specialized skill.\u00a0 For instance, in non-profit organizations, relationships are valued. \u00a0Familiarity with donors, how they want to be approached, or even what questions to ask, can make or break a relationship.\u00a0 It\u2019s akin to playing an instrument.\u00a0 You can be taught to play the piano.\u00a0 But it takes years to play beautifully.<\/p>\n

In the year 2014, the median duration of workers between the ages of 55 and 64 in all industries was 10.4 years. Compare this to workers ages 25 to 34 years old whose median tenure is around 3 years. (Figures presented from the US Bureau of Labor Statistics).<\/p>\n

What about the new skills the older team member needs to acquire?<\/h4>\n

How do you keep older workers abreast with developments in technology? Business? Company culture?<\/p>\n

The answer has always been training.\u00a0 This perceived gap can be overcome with soft-skills and hard skills training.\u00a0 Pairing weak and strong employees in tasks that require new skills have been proven to be effective.<\/p>\n

Further, teams that work well are composed of multigenerational members.\u00a0 In a 2013 study conducted by Zwick, G\u00f6bel and Fries, evidence strongly suggests that mixed-aged teams in the workplace are significantly more productive than other teams with members of the same age.<\/p>\n

But perhaps the best and most unexpected advantage of having older workers as part of your organization is how they attract business.\u00a0 Take Katz\u2019s Delicatessen on the Lower East Side.\u00a0 Older customers demand that only older workers prepare their orders as this contributes to an authentic New York experience.\u00a0 At Rudy\u2019s Music Stop in SoHo, customers are of a wide age range that the management prefers employees who can connect and relate to all of them. Older employees are seen as valuable because they always represent a concept.\u00a0 In the Upper West Side Apple Store, for instance, older workers are intentionally and strategically placed near the entrance so those who are timid when it comes to technology, feel less anxious.<\/p>\n

Indeed, there are solid and significant advantages to employing older team members in your organization.\u00a0 Health issues (such as Pamela\u2019s) or even personal circumstances (such as Rashon\u2019s) can be eased by remote work.\u00a0 If not, I find that flexible working hours still provide the needed gains that only older team members can bring.<\/p>\n

If your organization seeks to harness camaraderie and empathy across a diverse team, our bespoke training at TIGERS is a good fit.\u00a0 Now more than ever, your organization needs a committed and engaged team with minimal internal conflict and a great company culture that allows for collaboration at all levels.\u00a0 Maximize your bottom line by clicking HERE to learn more<\/a>.<\/p>\n

Care to dig deeper into this conversation on the older team member?<\/h4>\n

The following resources take this conversation further:<\/p>\n