Older workers: How to manage older workers

Work patterns are changing. The UK's rapidly ageing population and the demise of company pension schemes mean that workers are staying in employment longer, as they are squeezed into postponing retirement. This, along with the advancement opportunities afforded to potential high-fliers by companies keen to nurture and retain their best talent, means it is increasingly likely that young managers may supervise older workers. Occasionally, the age difference may lead to resentment, opposition or disagreement. But any manager who is sensitive to the issues of older employees will undoubtedly be more successful.

Where do I start?

The prospect of managing someone older than themselves will leave many managers feeling uncomfortable. However, very often the difficulties associated with managing older workers are all in the mind. Shift your attention from the age difference and treat older workers the same as anyone else - with dignity and respect.

"How do you get the best out of workers of any age? You show them that you recognise their skills and abilities, you take time to find out what their aspirations are, and you ensure that they feel fulfilled and supported in their work," says Freda Line, employer relations manager, Employers Forum on Age. "The starting point is not to fall into the trap of making assumptions about older employees based on their age."

Get training and support

Managers may also feel intimidated by the long experience of their older staff. They might think employees resent taking orders from someone apparently less worldly-wise and can be resistant to change. "It is essential that managers get the right support and training to overcome these fears and develop the confidence to manage people, whatever their age," says Line.

Open communication channels

If other more experienced members in your team have lost out to you in the promotion stakes, you need to take steps to ensure that your previous good working relationship is maintained. Set up a meeting with the individual involved to discuss how you can maintain a successful working partnership. Demonstrate your willingness to work with them and be prepared to listen to any concerns. Acknowledge your own limitations and stress that you still need their experience and knowledge on side.

Establish performance criteria

Set benchmarks and standards for performance so there are no grey areas and everyone knows what is expected of them. Interviews, evaluation and assessment methods, compensation and benefits should all mirror those for other workers. If you have to discipline an older worker, don't shy away from the task. Instead, think how you would handle the situation if the person were of a younger age.

Provide career development opportunities

Many older workers are routinely passed over for promotion or training. This could be because employers feel they are not interested in advancement or that investment in education is geared towards younger employees. Continuing to allow older workers to update their skills will not only yield better productivity gains but also cultivate loyalty.

Older workers might learn differ-ently, so be prepared to reduce the pace of the training and give them more time to assimilate their learning. "The key is to clearly identify the specific training needs of all individuals without relying on your preconceptions, and demonstrate how the training fits into their personal and career development," explains Line.

Monitor well-being

As both physical strength and flexibility decline with age, it is essential to keep a close watch on the health of older workers. Consider if you need to make allowances in terms of physical exertion, or assign shorter hours. Jobs may also need to be designed differently or rotated to alleviate stresses and strains. Ensure the work environment is ergonomically configured, and that workstations, seating and other equipment are correctly positioned. Provide health screening and promote fitness through exercise and occupational health programmes.

Where can I get more info?

Books

Bridging the Boomer-Xer Gap: Creating Authentic Teams for High Performance at Work, Hank Karp, Connie Fuller, Danilo Sirias, Davies-Black

Publishers, 15.58,

ISBN 0981061592

Generations at Work: Managing the Clash of Veterans, Boomers, Xers, Nexters in your Workplace, Ron Zenke et al, Amacom, 15,

ISBN 0814404804

Diversity Incorporated: Managing People for Success in a Diverse World, Ron Johnson, David Redmond, Financial Times Prentice Hall, 24.99,

ISBN: 0273650475

Website

www.efa.org.uk

Employers Forum on Age

If you only do five things...

1 Overcome age stereotypes

2 Respect the experience and knowledge of older employees

3 Establish common performance standards

4 Don't be a know-it-all

5 Recognise achievements regardless of age

Expert's view: Freda Line on working with older workers

Freda Line is employer relations manager, Employers Forum on Age.

Will management techniques that are effective with younger employees work for an older workforce?

It is tempting to assume that younger and older workers are dramatically different. Focusing on skills, development and effective performance management sys-tems and creating open lines of communication are the techniques that staff of any age will respond to.

How do you ensure the work has meaning for them?

In the same way that you would for any employee. Different things motivate people, and it is a manager's responsibility to find out what they are.

What are common mistakes when called upon to manage older workers?

Managers often assume that their older employees are not interested in training, promotion and career progression or that they are coasting to retirement. They also assume that older people will leave soon and are therefore not worth investment.

Someone of 55 may have 10 years or more left in the workplace. It would be incredibly demotivating and frustrating to think that they had no possibility of progression or development.

How important is it from an HR perspective to be able to manage an older workforce?

It is essential for HR to develop its understanding of managing older workers. The workforce is ageing and people will have to work for longer. In a tight labour market, older people will make an increasingly vital contribution to the workforce. In addition, the introduction of age discrimination legislation in 2006 will make managing older people fairly a legal requirement. It is undeniable that attracting and retaining older staff with the right skills will become increasingly important to employers from both a competitive and legal perspective.