Older worker stereotypes overturned

A new academic study confirms that almost all negative generalizations about employees over the age of 40 are untrue.

A recently published article, Evaluating Six Common Stereotypes about Older Workers with Meta-Analytical Data by Thomas W.H. Ng (University of Hong Kong) and Daniel C. Feldman (University of Georgia) presents the findings of an analysis of around 400 studies of older workers’ performance.

The paper finds that nearly all negative stereotypes about this group are unfounded and suggests, as the number of older workers continues to increase, that managers should reconsider widely-held misconceptions that often lead to age discrimination.

The study examines six of the most common and damaging stereotypes: i.e. that, compared with younger workers, older employees are (1) less motivated, (2) less willing to engage in training and career development programs, (3) more resistant to change, (4) not as trusting, (5) more likely to experience health problems that affect their work, and (6) more vulnerable to work–family conflicts.

The authors found empirical support for only one of those stereotypes. Older workers, on average, are indeed less likely to engage in career development—an attitude that relates, at least in part, to training programs designed for younger employees. The five other stereotypes were unfounded.

For further information, see http://www.strategy-business.com/article/re00225?gko=70968

Employing Older Workers

A new publication from the DWP (February 2013) seems well worth highlighting. Although it says nothing new (if you already have a rudimentary awareness of the issues), it does provide a concise and accessible summary for employers of the benefits of employing older workers and what to take into account.

If nothing else it’s good to see that the DWP hasn’t entirely abandoned the issue now that the legislation has been introduced and the topic is no longer ‘flavour of the month’.

The guidance is drawn from employers who report clear business benefits from effectively managing an ageing multi-generational workforce. It provides answers to employer questions and offers non-bureaucratic solutions tried and tested by employers of various sectors and sizes.

It also addresses misconceptions about employing older workers concerning productivity, up-skilling, health and ‘blocking’ opportunities for younger workers.

It’s called Employing Older Workers:  An employer’s guide to today’s multi-generational workforce and is available at http://www.dwp.gov.uk/docs/employing-older-workers.pdf

Who’s doing what for older workers?

If progress is being made in respect of employing and retaining older workers in the UK, it is also – by and large – being kept very quiet. A number of old case studies are trotted out whenever ‘evidence’ is needed, but few new examples of good practice emerge to provide food for thought for employers and workers themselves.

Although it is a US publication, this report – Flex strategies to attract, engage and retain older workers from the Sloan Center on Aging and Work at Boston College – is well worth a read.

You can access it at

http://www.bc.edu/content/dam/files/research_sites/agingandwork/pdf/publications/flex_case.pdf

Media personalities vs. ordinary people

An interesting comment has appeared in HR Magazine in response to the news that racing commentator John McCririck is seeking damages of £3m from Channel 4 following their decision last year to drop him. McCririck, 72, is alleging ageism.

In the article, Caroline Gumble, HR director of manufacturing organisation EEF, highlights the need for employers to be “hotter” on performance management if they are to avoid leaving themselves open to potential ageism cases such as this.

Ms Gumble is undoubtedly right in as much as this case will probably encourage employees to bring cases against their employers where they feel they have experienced ageism. Employers who have not exercised good performance management prior to terminating the contracts of older employees may well find themselves with scant defence to offer.

However, like the Miriam O’Reilly case a couple of years ago where the BBC was sued for dropping a presenter for reasons of both ageism and sexism, there are issues in this case that are undoubtedly unique to the nature of the media. For example, how can a media channel replace a presenter when they feel a need for some new blood and a fresh approach if they are constrained by potential claims of ageism? And at what age does ageism kick in – presumably it must be linked entirely to the nature of the programme?

It will be interesting to see the outcome of this case, but even more interesting will be finding out the extent to which improved performance management would make any difference at all in relation to this type of media role.

For HR Magazine article click here

Supporting individual employees in building up career resilience and longevity

In a recent piece in HR Magazine Penny de Valk, CEO of Fairplace Cedar argues for greater support for older workers. She comments:

“To attract and retain the best and most varied talent, businesses need to support individual employees in building up career resilience and longevity.

Steps that businesses can take to achieve this include:

• Asking why employees come to work. Understanding employees’ values and motivations enables businesses to maximise workers’ sense of purpose
• Helping individuals to understand how they contribute to the organisation’s goals. Setting clear, achievable objectives keeps morale high
• Ensuring individuals have someone to whom they can turn to for support. A career coach can help mature workers to plan for the long term”

All of these seem blindingly obvious basic steps. So why – by and large – isn’t this happening?

http://www.hrmagazine.co.uk/hro/news/1073217/businesses-support-workers-rewarded-full-house-experience-dedication-energy

Talking Point: Do you really know how to get the best out of your older workers?

As published on HRzone

Posted by Dianne Bown-Wilson, chief executive of in my prime in Managing people, Business lifestyle on Tue, 27/03/2012 – 15:43

Of all the things that we aspire to during our career, being an ‘older worker’ probably isn’t one of them.

Yet, as we age, this identity is thrust upon us and, with it, a range of stereotypes based on other people’s perceptions.

As a 56-year old manager recently pointed out: “Suddenly all that people seem to see is your grey hair, and their attitudes toward you start to change.”

But as studies have confirmed, individuals don’t primarily identify with being ‘older workers’ themselves, but rather as still being the person that they feel they have always been. No wonder that this situation can generate conflicting feelings about one’s position as an older person in today’s workplace.  

Herminia Ibarra, INSEAD professor of organizational behaviour and author of ‘Working Identity’ maintains that our identity at work is an amalgam of how we see ourselves in our professional role, what we convey about ourselves to others and, ultimately, how we live our working lives.

But for older workers facing change at a number of levels, this scenario may generate a variety of problems. For example, after many years in a given role, older employees may have an entrenched view of their work-related identity.  

They may also become defensive as they realise that their career has plateaued and become increasingly withdrawn as they perceive a future where working life is likely to just involve ‘more of the same’. But many identity issues for older workers also emanate from changes to the nature of their work.

Negative stereotypes

In his book ‘The Start-up of You’, LinkedIn co-founder, Reid Hoffman, says: “There used to be a long-term pact between employee and employer that guaranteed lifetime employment in exchange for lifetime loyalty; this pact has been replaced by a performance-based, short-term contract that’s perpetually up for renewal by both sides.”  

For many older people who started work in a time of jobs-for-life, dealing with today’s lack of security and uncertainty in career progression terms can be traumatic and challenging. At worst, they may feel short-changed; at best, uncertain of how to negotiate this unfamiliar terrain in order to continue to being successful.

The situation has only been made worse by phenomena such as globalisation and technology, which have fuelled demand for new skills, increased levels of flexibility and continuous learning.

As a result of all of this, older people can fear losing their status and expertise and start questioning their purpose and relevance, while wondering whether and for how long they can keep up the pace. These pressures can also lead to generally unspoken fears along the lines of ‘who am I these days?’ and ‘what do others expect from me?’

One of the issues is that stereotypes about older workers tend to be based on a range of either conscious or unconscious assumptions. These include the belief that they are resistant to change; are slower and less flexible; are reluctant to participate in training or re-training and resent younger managers or colleagues.

The majority of older workers can overcome these perceptions by virtue of their own continuing high performance, adaptability and resilience levels, however. But some do inevitably struggle with change and this scenario can lead to behaviours and attitudes that serve to reinforce negative stereotypes.

For example, older people may be fearful of losing their jobs and of being unable to find another one due to their age. They may also feel threatened by younger colleagues and afraid that they are starting to underperform.

Such fear and defensiveness can lead to individuals feeling resentful and aggrieved, but such feelings not only serve to entrench ageist perceptions but can also damage their own position.

Differing requirements

As a result, HR professionals and line managers who recognise this situation and appreciate the validity of such concerns should take steps to deal with them straight away in order to prevent them from becoming entrenched.

But dealing with older workers’ attitudes and behaviours effectively does entail understanding something of each individual’s personal circumstances. For instance, for many people, as both their children and parents age and grandchildren start to arrive, it is a time of great personal change and potential role conflict.

But the practical implications of supporting younger and older generations at the same time may generate new financial and emotional pressures. Retirement starts to loom, but it may be viewed more as a concern than something to be welcomed.

As for continuing to work, older employees have a range of different aspirations – some will want to continue progressing, for example, while others may want to slow down and put in fewer hours or take on less responsibility.

Some may want to change roles, careers, or even become self-employed but they may also lack the confidence to do so. Others might feel frustrated and marginalised on realising that they are perceived as ‘older’ and on feeling that they are being overlooked in terms of further development.

Still others may be bored and lack an interesting challenge, however, or they may be stressed, facing burn-out and lacking any kind of work/life balance.

Awareness of these and other concerns should ideally come naturally through ongoing informal communication at line manager level, where issues can be dealt with sensitively and appropriately.

Appropriate support

Pertinent responses might include discussing various options such as flexible working, particularly for those with caring responsibilities, or re-training/upskilling for those who need to be reassured of their continuing value.

Appraisals and performance management processes are likewise fundamental as a means of providing focused feedback and they should be used as a forum to set goals and future direction.

However, much can also be done on an informal basis. Mixed age teams, ‘buddying’ schemes and the involvement of older people in project work can both benefit the organisation and help older workers increase their comfort levels around change.

Mentoring and coaching programmes can likewise reinforce older people’s sense of value and assist them in exploring their changing identity.

Alongside such support, however, training around financial, life planning and work-life balance should be also provided for workers of all ages rather than just the usual ‘too little, too late’ pre-retirement programmes.

Health and wellness initiatives are likewise vital and should involve all generations in order to reinforce the message that older workers must be included and valued rather than simply maginalised.

Ultimately, supporting older workers effectively comes down to recognising that, although some are having to work longer purely for financial reasons, many find personal meaning in their employment and are committed to it.

“I am an engineer and a good one,” a 67-year old told me recently. “This is who I am and as long as I can deliver what they need, why does it matter how old I am?”

Dianne Bown-Wilson is chief executive of workplace age management and diversity consultancy, in my prime.

 

To see the article as published on HRzone click below – you will have to be registered and logged in.

http://www.hrzone.co.uk/topic/managing-people/talking-point-do-you-really-know-how-get-best-out-your-older-workers/119012

Taking an inventory approach to assessing the workforce?

Applying the 80/20 rule through taking an inventory approach to human capital means that organizational success probably depends disproportionately on a vital subset of employees. That’s the premise  adopted by an interesting article published recently in the US.  It maintains that applying the principles of inventory management can “retool” traditional HR numbers like turnover rates, hiring costs, and yield ratios to reveal opportunities to optimize the organisation and its people.

The article uses McDonald’s as an example, quoting the, by now, familiar tale  of how it invited a university study of the performance of 400 of its UK restaurants and found customer satisfaction levels to be 20% higher in outlets that employed kitchen staff and managers over age 60. The result was attributed to the older workers’ additional experience, work ethic, and face-to-face customer relations skills, along with their influence on younger workers.

The interesting aspect of this article is that it goes on to demonstrate that it’s not a simple matter of “more is better” in terms of older employees. Apparently further analysis undertaken by McDonald’s revealed that the positive effect peaks at about three older workers on a crew and levels off after that.

The article goes on to make the point that in inventory terms McDonald’s should treat older workers differently from younger workers even if younger and older workers perform at the same level. It maintains that the inventory of older workers is “like the inventory of a rare and vital ingredient or product component, with the same management implications”.

It concludes: “Traditional employee turnover rates would show that vacancies can be filled more inexpensively and quickly using younger workers. That is the opposite of what inventory analysis reveals, because it misses the 80-20 principle. McDonald’s should manage its inventory of older workers with longer lead times, larger investments in recruitment, a higher tolerance for surpluses, and more urgency about shortages. Older workers in one store should be inventory for other stores, avoiding imbalances and keeping the numbers at about three per store”.

Food for thought?

http://www3.cfo.com/article/2012/1/people_boudreau-inventory-optimization-mcdonalds-floersch-fairhurst

 

Older workers: doing the right stuff

Back in 1992 an academic article* was published examining differences in the rates of career progression between male and female managers. It took the approach of examining the importance for female managers of “doing all the right stuff” in terms of the behaviours that their male counterparts demonstrated that got them promoted (e.g. getting a similar education as the men, maintaining similar family responsibilities, working in similar industries, not moving in and out of the work force, not removing their names from consideration for transfers).

While, unfortunately, the article demonstrated that doing all these things was still not enough to overcome the significant disparities in men’s and women’s salary progression and geographic mobility it was a fascinating approach and one which might usefully be applied to improving the position of older workers in today’s employment arenas.

It appears from numerous reports that discrimination against older workers, despite legislation, is still ingrained and invidious across many workplaces even though it is no longer acceptable for older workers to be turned down or disregarded for opportunities due to vague notions of inadequacies relating to their age. This being the case, identifying what “the right stuff” is for employees within a particular organization could at least open a dialogue and potentially make the achievement of those qualities more accessible to older workers.

Taking this perspective would help clarify exactly what the key behaviours for success are considered to be within that organization. For example, if employees are expected to be “dynamic” and “innovative”, what types of behaviours demonstrate this? What might younger people be doing in behavioural or attitudinal terms that their older colleagues are not?  Having decided this, those of any age who required development to better achieve and exhibit those behaviours could then be given support to improve their position and performance and their chances of future employment success.

One of the criticisms which is often leveled at older workers is that they are resistant to training and development activities. Research has shown that where this occurs this may be because they perceive the training on offer as irrelevant to their needs. Perhaps this approach might engage older individuals more and help to bring them into organization-wide talent development programmes that at present, seem to largely exclude the over 50s.

In the worst case scenario such an exercise would at least demonstrate – as in the article mentioned above – that even doing all the right stuff will still not be enough to ensure older workers receive the same opportunities as younger people.

Hopefully, though, any organization that had been through such a process would have improved recognition of the need for fairness for all.

* All the right stuff: A comparison of female and male manager’s career progression. Linda Stroh, Jeanne Brett and Anne Reilly, Journal of Applied Psychology, Vol 77(3), Jun 1992, 251-260

It’s not rocket science

Extracts from two pieces of information that have “hit the streets” just recently.

Firstly:

The UK’s ageing population and huge debt have propelled it into the top 10 of countries threatened by unsustainable public finances, new research has found. Britain is now one of 12 nations rated “extreme risk” in the Fiscal Risk Index compiled by global analysts Maplecroft.

The UK was ranked 10th in the list of 163 countries – up from 27th last year under a slightly different method of calculating positions – because of its high public spending on health and pensions, massive borrowing and shrinking working population.

The Fiscal Risk Index identifies nations that will come under increasing economic pressure in the future because of low birth rates, high life expectancy and state commitments to look after older people.

Italy topped the international league table, followed by Belgium, France, Sweden, Germany, Hungary, Denmark and Austria. Japan came ninth, the only non-European country rated “extreme risk”, with Finland 11th and Greece 12th.

Professor Alyson Warhurst, chief executive of Maplecroft, said: “Governments in high risk countries may need to rely on business to help them absorb the costs.

“At the very least, governments will need the private sector to recruit and retain older workers and provide for more generous pension arrangements.”

(Press Association)

Secondly:

Talent management has become the number one preoccupation among chief executives at global organisations this year because skills shortages are becoming increasingly apparent as they gear up for renewed growth.

The report (by PriceWaterhouse Coopers) indicated that skills shortages were not limited to (such) emerging markets, however. “Voluntary turnover declined in mature economies during the recession, but historical trends demonstrate that it will return. As a result, talent is at the top of the agenda for global CEOs.”
   
But the scale of the skills shortage problem was also leading to some new thinking in order to tap its underused resources – although action remained limited. For instance, although fewer women than men were economically active in nearly every country in the world, only 11% of chief executives were planning to make ‘significant changes’ to policies aimed at attracting and keeping more female employees.
 
Few have altered policies (10%) in relation to older workers either, however, even though they constitute another underused talent pool and there is an awareness that the retirement of large numbers of baby-boomers could cause problems. Some 54% of bosses said they were looking at more effective ways of recruiting and keeping younger staff, however.
 
Because of these skills shortage issues, some 54% of respondents said that they intended to work with government and educational establishments in future in an attempt to improve the available talent pool.

(HRZone)

Conclusion:

Sounds like good material for a joint research project between the “University of Joined-Up Thinking” and the “University of the B******g Obvious”?

 

Enduring entrepreneurs

Entrepreneurs. They’re young, innovative, dynamic types aren’t they?

Apparently not. Interesting results from the publication Management Today show a surprisingly high number of older people popping up in their list of the year’s Top 100 Entrepreneurs.  “An extraordinary 58 are aged 60 or over. And no fewer than 11 have passed their 70th birthday”, they report. Well blow me down.

Obviously as with all research you need to dig a bit deeper to find out what this actually means. Are these just enduring entrepreneurs who started young (e.g. Richard Branson) and are now ageing, or those who have taken up the sport recently? Either way, it hardly matters if their current performance demonstrates that they are outstripping their younger rivals.

This is certainly something to be taken on board by employers or HR managers who may believe that older people aren’t capable of high performance outputs and are only fit for the knackers yard. There’s an interesting use too by MT of the term “Silvertops” to describe older entrepreneurs.  It has quite a jolly ring to it somehow.

The fun has just begun

This week has already seen two very major announcements relating to the older end of the age spectrum and it’s only Wednesday. Firstly, there has been the news that the government is bringing forward its review of the national default retirement age, currently 65, which heralds either its demise or a significant shift upwards. Secondly, there has been the publication of a Green Paper on the subject of care costs which is likely to impact on the whole population and probably require significant financial input from us all.

We are now, quite definitely, going to see a significant shift in the need for everyone – employers, employees and society at large – to think through the implications of these issues and to plan individually and collectively for all of our futures. We will now, each of us, have to make decisions about our attitude to retirement versus continued employment which will include our finances, our motivation and commitment, and our physical and mental ability to continue on.

These announcements come at a time when two new surveys suggest all is not as it should be and certainly there is a glaring inconsistency and incompatibility which will have to be addressed. A survey for insurer LV= suggests that the over 50s are struggling to save and that nearly 7 out of 10 are worried about their retirement prospects. In reinforcing this Scottish Widows also tell us that, from their survey, the average age that people wish to retire is 61 and that, on average, they would actually be angry if they had to work past 66. Something does not stack up here – even without thinking about the social benefits of continuing to be part of the employment mainstream.

Employer body reaction to the proposed review of the default retirement age is predictably one of hostility (feigned or real) but the reality of the situation will not change. What is required, sooner rather than later, is the need for all sides to start seriously to manage the implications which, when all is said and done, will be immensely positive for all concerned.

Even King Canute could not stop this one.

Age Diversity in the Downturn

Last Friday (20^th March) TAEN (the Age and Employment Network) and EHRC (the Equality and Human Rights Commission) held a conference on Age Diversity in the Downturn – the business benefits of creative approaches to age management. The conference was held to launch the publication of a new booklet by EFA (the Employers Forum on Age) and TAEN, called “Age matters in a downturn”.

Acronyms aside it was an excellent and inspiring conference with numerous interesting and practical presentations from academics, policy makers and HR practitioners from around the world. Although age in the workplace, particularly in a downturn, is a hugely complex issue, a few simple messages continue to hold sway:

1   The demographic issues and their implications are here to stay and will only get worse regardless of the economic situation.

2.  Age management is a strategic management problem, not just a tactical HR issue. As such, it needs to form part of ongoing management training.

3.  Age equality is a deep seated issue that must be embedded at the level of company values. Ultimately it’s all about human dignity, freedom of choice, and treating people decently.

4.  Age management requires an investment of money, time and effort. But that investment, if businesses get it right, can be repaid many, many times over – in hard financial figures as well as by increased worker commitment, engagement, satisfaction etc.

5.  Organizations should look more closely at what their customers want in terms of age matching. It’s an area which can generate considerable competitive advantage.

The bad news of course is that in the recession age-related initiatives are generally likely to take a back seat to more pressing matters. However those who are clear-sighted and brave enough to continue to devote effort to recruiting, retaining and developing their older talent are likely to emerge as winners in the coming decades.