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MHA
Service Corporation Professional Search Services, Stephen O’Connor,
Senior Director . . . . . . . . . . . . . .January
2006 |
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Make
the Most of Aging Work Force
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Imminent demographic changes spell trouble for employers looking to create a stable work force, says the U.S. General Accounting Office (GAO). Most companies aren’t doing enough advance planning. Specifically, the number of older workers will grow substantially over the next two decades, and they will become an increasingly significant proportion of all workers, the GAO reported in November. The numbers: According to the current population survey, there were 18.4 million workers over age 55 in the labor pool in 2000 — a number that the Bureau of Labor Statistics projects to rise to 31.9 million by 2015. If these projections turn out to be accurate, you can count on older workers comprising nearly 20 percent of the total work force by 2015. To retain older workers and lengthen their careers, some employers are being proactive, offering flexible hours and financial benefits, reducing workloads through the use of part-time or part-year schedules and job sharing. Examples:
But the report erects a big warning sign: Most employers are not yet facing the coming labor shortages driven by baby boomer retirees. Message: There’s still time to develop policies and working arrangements that will meet this challenge. The GAO is recommending that the Labor Department form a task force on the aging labor force that would also serve as a clearinghouse of information and ideas for employers. View a copy of the full report by visiting www.gao.gov and clicking on “Find GAO Reports.” Then enter report No. GAO-02-85. Source: Motivational Manager magazine |
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So-called “Golden Agers” — older employees with years of experience — are a valuable asset at any company. But to recruit these workers — and keep them on board — requires special strategies. Here are four examples that have worked at other companies: Don’t steal their Social Security. Workers under age 70 could have their Social Security benefits reduced if they earn too much money. Educate yourself about these issues, and help your Golden Agers play by the rules so they don’t get penalized.
Cater to their families. Many Golden Agers have spent a career working 40- and 50-hour weeks. They would like to continue working — but on a part-time basis, so they can spend time with their families. Offering flexible schedules and part-time positions is a great way to get experienced workers into your company. Don’t “shout” at them. You’d be surprised by how many otherwise intelligent managers actually speak much LOUDER when they talk to older workers. These same managers also assume that Golden Agers don’t know anything about technology. Throw every single one of your stereotypes about older workers out the window, and treat them the same way you treat all your employees — with respect. Teach these old dogs new tricks. A common mistake many managers make with older workers is to assume they don’t want to learn any new skills. Wrong. Golden Agers are like everybody else: They enjoy challenges, and want to learn new things. Give them the same training opportunities that younger workers get. Adapted from the Hewlett-Packard Small Business Tips Web site |
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by Stephen O'Connor There’s an Irish proverb that says, “Age is Honorable and Youth is Noble.” Sometimes, however, the nobility of youth masquerades as gullibility.
Like the story of the strong, young construction worker who liked to brag that he was stronger than anyone else at the construction site. One day, an older worker decided he’d had enough. “Why don’t you put your money where your mouth is?” he said. “I’ll bet you a week’s pay that I can haul something in a wheelbarrow over to that outbuilding and you won’t be able to wheel it back.” “You’re on, Gramps,” the young braggart replied. “Let’s see what you’ve got.” The veteran took the wheelbarrow by the handles. “All right,” he said. “Hop in.” As the work force ages and as our culture redefines retirement, the work place is rediscovering a new utility for seasoned citizens. Well-honed skills and the insight that comes with experience often trump the unbridled energy of youth. What was considered old a generation ago is now “mid-life.” The idea of a passive retirement is being replaced with second careers, part-time work, seasonal consulting and the “reinvention of self.” The opportunity for work life expansion is not driven by employer altruism. The need to retain the experienced, mature employee with a long institutional memory is mandated by the dramatically smaller replacement labor pool. Further, as we move into a predominately service-oriented economy, the opportunity for senior employment increases.
Examples abound. For the second straight year, Baptist Health South Florida made it onto AARP’s “Best Companies for Workers over 50” list and was also one of this year’s Fortune magazine’s “100 Best Companies to Work For.” Twenty-two percent of Baptist workers are over 50 (the national figure is 24 percent). Baptist created a scholarship program that provides employees $2,500 per semester, regardless of age, for a college nursing program. Experienced nurses who coach newer counterparts receive a $200 bonus. Employees can ease into retirement by moving to part-time or per diem schedules, easing the staffing burden for the hospital. Retirement plan contributions are also available to part-time employees through an employer match. In addition to phased or delayed retirement in the form of job sharing, reduced hours or telecommuting, another trend of senior employment is emerging. It’s what Bruce Tulgan in his book “Winning the Talent Wars” calls a reserve army. This is a concept that the military created and is being replicated in the civilian work place with much success. For example, when there’s too much work for the employees of the MITRE Corp., they call in the reserves — their own retirees. The McLean, VA-based engineering firm has signed up more than a dozen recently retired engineers and secretaries. Dubbed “Reserves at the Ready,” this program lets the firm tap the wisdom of longtime employees on an as-needed basis. Keeping mature employees on the working end of the wheelbarrow is good for them and it’s good for the economy. It can also teach a young wisenheimer some humility. Medications, high-tech medical interventions and healthier lifestyles now manage chronic and debilitating conditions that previously dispatched the aging worker to the front porch rocker. Working well into our 70s will be commonplace. This article originally appeared in the January/February 2003 issue of Michigan Health & Hospitals magazine and is being used with permission. |
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Aging global populations may so strain public finances that economic growth will slow and taxes may rise, the Paris-based Organization for Economic Cooperation and Development warns. The solution, it says: Policies that encourage older people to stay in the work force longer. AARP Bulletin/December 2005 |
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Could you afford to lose 20 percent of your workforce? Then maybe it’s time to start thinking about what it takes to keep older workers happy. Within 10 years, workers 55 and over will make up at lease 20 percent of the workforce, so understanding what motivates older workers will become paramount for managers struggling to deal with projected worker shortages. Use these tactics to make older workers feel appreciated: Nix stereotypes. Forget the notion that older workers are rigid and incapable of learning new technologies or procedures. Research has found no link between age and performance. In fact, studies show that older workers are more focused on quality and less likely than their younger counterparts to show up late, skip work, or take off for greener pastures. Be flexible. Consider contracting older workers for short-term assignments that give them time to enjoy the benefits of retirement while still putting their knowledge and experience to productive use. Job-sharing and flexible start times are also attractive options for older workers. Provide recognition. Younger workers eager to make their mark on an organization may be the first to volunteer for high-profile assignments that are likely to garner a lot of praise. But just because established workers aren’t aggressively vying for attention doesn’t mean they don’t need and deserve to be recognized for their contributions. Tailor rewards. Not sure what rewards appeal to older workers? Ask. Find out why people have opted to stay on the payroll during their retirement years and what you can do to feather their workplace nest. One AARP survey found that what workers over 45 most value is a friendly work environment, the opportunity to keep using their skills and talents, the chance to do worthwhile work, and the respect of their coworkers. Mediate conflicts. When older workers clash with younger supervisors, step in quickly. Make sure both parties treat each other respectfully as they communicate their concerns, and help them find common ground. The most important thing is to keep everyone focused on work-related issues rather than ageist prejudices. Adapted from “Getting Gray to Stay: Tips on Keeping Mature Workers Happy,” by Phillip Perry, in Restaurant Hospitality magazine |
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Steve
O'Connor, SPHR, |
Professional Search Services
When you need a healthcare management recruiter, call Steve O’Connor at the Michigan Health and Hospital Association in Lansing, MI at (517) 663-5755. He’s the search consultant who produces this monthly newsletter and has hundreds of management candidates currently registered with his service. Most are open to relocation. You are also invited to browse his web site for more information on Professional Search Services at www.mhaservicecorp.com. Available positions may include: CEO/COO/VP • Dietitians • Finance • Food Service • Fund Development • Health Information Management • Home Health Care • Human Resources • Information Systems • Managed Care • Management Engineering • Marketing/Public Relations • Materials Management • Nursing Administration • Pharmacy • Physician Practice Administrators • Planning • Plant Operations • Quality Improvement • Rehabilitation Management • Risk Management • Social Work • Training and Development • Utilization Review For more information contact: Stephen
O’Connor, SPHR, Senior Director Corporate Office: Regional Office:
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Professional
Search Services
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Management
Recruiting for the Health Care Community |
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Stephen
O’Connor, SPHR, Senior Director
Jennifer Marshall |
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