THE ELDER-FRIENDLY WORKPLACE IS THE ANSWER TO LABOUR
SHORTAGES
BY ANGELO PESCE
PRINCIPAL CONSULTANT
PESCE & ASSOCIATES, HUMAN RESOURCES CONSULTANTS
THE FIRST “tsunami” wave of baby boomers has reached age
56. This is a large group that is beginning its slide into
retirement. Those of us charged with human resources responsibility
must find ways to stem this mass exodus that will begin
the next decade. We need to create a work environment that
entices the aging worker to see value in remaining in the
workforce.
Why do this? We are facing a labour shortage, thanks in
large part to demographic trends. The generation following
the baby boomers, better known as the “baby bust” generation,
is a much smaller cohort and won't help us meet our future
workforce requirements. Moreover, the 20-and-under cohort
will continue to decline as an overall percentage of the
total population due to the falling fertility rate in Canada.
At the other end of the spectrum, the over-65 population
will continue to increase. Where are the workers going to
come from?
WHY WE NEED OLDER WORKERS
Canada has traditionally turned to immigration to fill labour
shortages. However, with the declining fertility rate, immigration
is only part of the solution. Indeed, the target quotas
established annually by the federal government for new immigrants
have not been met for some yeas now. Many who immigrate
to Canada often face issues around the value of their academic
and professional credentials and matching experience in
the Canadian context. This has led to the underutilization
of many skilled immigrants.
Labour force reductions, undertaken in the last generation
when there was a surplus of workers, have worked too effectively.
Deferred income schemes, registered pension plans, and registered
retirement savings plans (RRSPs) were established to foster
financial independence so individuals could leave the workforce
as early as possible. Many did just that, and it now seems
we are paying the price.
When coupled with the trend to lower fertility rates, the
picture is looking bleak- future employment shortages are
looming. What can be done? The solution that makes the most
sense is to retain our aging workforce by creating a flexible
workplace that meets their needs.
The baby boomers will no doubt take advantage of all financial
schemes, such as pension plans, deferred salaries, and RRSPs
to retire. While they will retire, this doesn’t mean they
don’t want to work. In fact, they will insist on a choice
to continue working or not. They will also insist on working
differently: a different kind of work, different hours,
and different days or periods of time.
Successful companies of the future will have a very large
component of older workers in their staff mix. How can this
be? We often worry about an aging workforce because we assume
older workers are not as productive, get hurt more, can’t
learn new things, get sick a lot, and are generally not
desirable employees.
We are learning a great deal about aging and the impact
on an employee’s ability to stay productive. Through research
being done at Baycrest Centre for Geriatric Care and other
organizations, we are making huge leaps in understanding
what happens to the body as we age, from the brain to the
toes.
STEREOTYPES OF OLDER WORKERS
It's time to change our thinking. Let’s examine the stereotypes
commonly associated with the older worker and the real skills
and assets this worker brings to an organization.
Myth: Older workers are in poorer health and require more
sick days.
Truth: In fact they are absent for fewer days than younger
workers.
Myth: Older workers are more accident-prone.
Truth: Older workers have a lower accident rate than their
younger counterparts.
Myth: Work performance decreases with age.
Truth: The elderly show a decrease in performance on cognitive
(mental) ability tests because these tests are designed
to omit factors such as experience. Yet it is experience
and knowledge accumulated over the years that enable the
older worker to perform at par with, if not above, younger
workers.
Myth: Older workers are less trainable than younger workers.
Truth: Older workers can learn quickly and effectively,
provided they approach the task at their own pace, have
access to written instructions, and practice various elements
of the task.
The truth is that older workers are an important asset
to the workplace. Employers who adjust the work environment
to meet the needs of older workers will benefit for the
following reasons:
Older workers need less supervision because of their reliability
and conscientiousness.
Older workers report that they continue to work for several
reasons: in order to remain active, for life experience,
and for the social network. As a result they tend to be
loyal and cooperative with employers and staff.
Older workers tend to report higher job satisfaction, which
results in a lower turnover rate.
While some older workers will perform at a slower pace,
when quality of output is measured, the number of products
produced has been found equal between age groups.
As mentioned above, they have the gift of experience, which
makes them a valuable resource for on-the-job knowledge.
HOW TO CREATE AN ELDER-FRIENDLY WORKPLACE
It’s important that employers understand the cognitive,
physical, and sensory changes that happen as one ages and
how this can have an impact on work. If employers understand
these changes, and make efforts to accommodate them through
supportive and flexible HR practices, they can be managed
quite successfully.
Accommodate cognitive changes
As adults age, the brain undergoes a decline in cognitive
speed, problem solving, divided attention, recent memory,
and perspective memory (e.g. remembering an appointment).
What does not decline is knowledge, sustained attention,
immediate and remote memory, and accuracy. The impact on
work will mean more time needed for learning, repetition
and practice, and uni-tasking.
Employers can counterbalance these effects by providing
training that allows the older worker to work at his/her
own pace, practice news kills, and avoid embarrassment.
You can also offer memory training and exercise programs,
continued education (“use it or lose it”), stress management
training, organizational skills training, group-work based
activity, and coaching.
Studies have shown that older individuals tend to be morning
people, while younger individuals tend to be evening people.
If older workers function and perform better during the
first half of the day, companies should consider placing
them into a morning work schedule, rather than an afternoon.
Accommodate physical changes
Older workers are at risk of a number of medical problems,
which might include high blood pressure, various types of
heart disease, arthritis, and other conditions associated
with aging. Heath problems can impact workers in many ways,
by requiring more time to complete certain tasks, but not
necessarily decreasing the quality or accuracy of the task;
reducing the ability to deal with excessive physical stress;
and requiring more physician visits, more bathroom breaks,
more days off, and a less strenuous workload. This can result
in increased absenteeism and lower productivity.
However, older workers are often among the most responsible
employees and, in fact, absenteeism may not be a significant
problem.
Employers should consider the following initiatives to
help promote a healthy and productive lifestyle. Provide
on-site exercise facilities, or encourage use of external
facilities. Encourage informal low-impact exercise. Offer
nutritional programs and counseling. Encourage regular medical
visits. Allow modified work routines with more flexibility,
especially in terms of schedules. Invest in office and technical
aids to help older workers. Identify a mentor or coach who
can be approached when there are problems that have to be
addressed.
Accommodate sensory changes
Older workers are also at risk for visual and auditory deterioration,
including decreased visual acuity and loss of high frequency
hearing. The impact on the workplace can include increased
error rate and incidence of accident, and slower performance
of tasks, most of which can be rectified by proper attention
to treatment and the use of sensory aids (hearing aids,
glasses, etc.).
To help keep the error rate within the normal range, employers
should provide larger computer screens; brighter and appropriate
office lighting; and appropriate health insurance benefits
(e.g. optical, hearing aids). You should educate your staff
how to effectively communicate with older employees without
a bias or an appearance of condescension.
Motivate older workers
While changing the environment in order to accommodate the
needs of the older worker is important, motivation is another
key consideration in keeping older workers engaged and committed.
All workers, irrespective of age, will work faster and longer
when they are provided with incentives and encouragement.
The older individual should be eligible for promotion, exposure,
and opportunities to learn different aspects of the field.
Create retiree alumni
Build a pool of retired employees you can draw upon to fill
part-time and contract positions, as well as volunteer,
in your organization. Just like a university, make them
part of an alumni association where they receive your in-house
newsletter, annual report, and invitations to attend special
celebratory events.
Recently retired employees who’ve had a positive experience
with your workplace will want to maintain ties and remain
in touch with colleagues. Many will desire to stay productive
and busy, and will welcome an opportunity to volunteer or
work for you again in a more flexible arrangement.
With an open mind, greater understanding, and some accommodation,
the way to solve the labour shortage of the future lies
within the very group whose exodus will cause the problem.
Angelo Pesce is Vice- President of Human Resources at Baycrest
Centre for Geriatric Care in Toronto. The author thanks
Dr. Michael Gordon, Vice-President of Medical Services and
Head of Geriatrics and Internal Medicine at Baycrest, and
Dr. Donald Stuss, Director of The Rotman Research Institute
at Baycrest, for sharing their medical and neurological
expertise for this article. Thanks also to Joanne Milligan,
Vice-President of Human Resources at Southlake Regional
Health Centre, and David Goldstein, PhD, Professor or Psychology,
University of Toronto.
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