Best Practices for Attracting and Retaining a Quality Age Diverse Workforce

It all starts at the top. The CEO and senior management need to make clear the company’s commitment to valuing older adults and an age diverse workforce. That message needs to be at the center of all HR and management practices at every level - and a factor in every supervisor’s evaluation.

Make these the key words for carrying out the company’s commitment: Respect, Value, Praise, Recognize, Reward.

Think Involvement of people! Find out how your older - and younger - workers feel about being valued. Ask them! Talk with those who have left employment recently. Ask managers and supervisors about their perceptions and about transforming any “career stagnation,” especially for long-term employees.

Use the information gathered to start an age diversity awareness training program for managers and supervisors in every area of the company. Identify myths and stereotypes and provide “reality checks” using available research.

Think non-traditional recruiting strategies. Post job announcements on your web site and show pictures of workers of all ages. Advertise your job interests on web sites and in media that have a large number of older adult viewers. In addition to identifying your company as an “Equal Opportunity Employer” add -- “ This company values workers of all ages.” Post it on brochures and annual reports.

Think “out of the box” benefits. Examine the company’s programs from top to bottom. Ask: Are there different ways of addressing issues that do not require substantial increases in costs? Ask: What would it take to make people want to stay? Tailor programs to people’s needs and desires within a reasonable cost structure. That will build loyalty and increase productivity.

Think options -- think flexibility -- like telecommuting, job sharing, phased-in retirement. A recent study by the Society for Human Resource Management found 28 per cent now letting their employees telecommute.

Join with other companies that offer eldercare information, referral, support services and other work-life benefits. Identify external resources that can help in all areas.

Review training programs to assure that workers of all ages are encouraged to participate and grow personally and that programs utilize best strategies that help people learn - not just a one-size-fits-all approach.

Tap into the loyalty, productivity, experience and maturity of older workers as mentors. And remember - - younger employees can make good mentors, also.

Promote health wellness and prevention programs to maintain health of all workers. Make reasonable accommodations to meet workers’ needs.

Check stress levels of managers and employees. Adjust workloads and time off plans. Help people to have fun and enjoy their work lives -- it will make them more productive as well as more committed.

Use cross-generational training and teams so that workers of all ages can learn from and appreciate each other while adding value to the workplace. Help diminish the “us vs. them” attitude.

Bring out each group’s strengths. Bring back retirees full or part time to utilize their experience and know-how.

Stress talent and people, not just technology.

For those older adults wanting to leave and start their own businesses, provide entrepreneurial training.

Fund it like you mean it!!!

Above all, don’t expect everyone to have the same interests and desires just because they’re in an “age category.” Think diversity!!! Think respect!!!

Not only will these practices make your company a better and more productive place for older adults - they will make it a “place to be” for quality workers of all ages.

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