Aging workforce trends and organizational implications

How Managers Can Address Risks of an Aging Workforce
Abstract
This paper examines the effects of the aging workforce on companies and how managers should address the issue. It identifies the risks associated with an aging workforce, looks at the challenges that this issue brings for managers, offers solutions and recommendations for what managers can do to address these risks and challenges, discusses ergonomic issues and how to face resistance within the organization when changes are inevitably made to accommodate the aging workforce so as to enhance their performance and maximize their potential. It also looks at the positive side of having an aging workforce and why more people should work later in life and why managers should embrace this trend.
Keywords: aging workforce, managing aging workers, generational gap workplace
Introduction
The workforce is aging in the 21st century (Heggeness, Carter-Johnson, Schaffer, & Rockey, 2016). An aging workforce presents certain challenges for management in today’s workplace. Not only does it mean that the workplace will consist of multiple generations of workers, each with their own strengths and weaknesses, but also it means that issues like ageism, appropriate motivational approaches, and physical limitations of older workers have to be addressed. With more than a third of today’s workers now expecting to work past the age of retirement, an aging workforce is fast becoming a reality (Lassila, 2019). As more and more people are delaying retirement, the workforce is becoming much more diverse and eclectic. Managers thus have a number of considerations to make. This paper will describe the challenges of managing an aging workforce and recommend solutions that managers can use to overcome those challenges and create a supportive workplace environment for all.
Managing Risks
One of the main challenges of managing an aging workforce is managing risks. Risks can come in the form of safety, such as onsite accidents, or health (Lassila, 2019). Depending on the type of workplace environment, safety risks can be great or small. In a construction-type environment, safety risks for an aging workforce will be significant (Koh, Rowlinson & Pollock, 2019). Providing video instruction or relying on educational lectures to train an aging workforce about workplace safety will not be sufficient: managers will need to provide hands-on training, walking older workers through safety protocols so that they understand it and gain first-hand knowledge directly (Lassila, 2019).
Managing the rest cycles of older workers will be necessary as well, particularly in fast-paced workplaces, such as in a restaurant or in a health facility, where workers are expected to be on their feet and on the go during the entirety of their work shift. To prevent burnout or a high rate of turnover from setting in, older workers will need to be given more rest opportunities, which will help to shore up morale and keep the workplace culture from eroding into negativity (Lassila, 2019). Older workers are not going to have the same stamina they had when they were in their 20s or 30s. Making sure the older workers are not becoming exhausted on the job is important and managers should take care that older employees are getting enough rest.
Providing benefits and wellness programs are other ways to manage risk with respect to an aging workforce (Ciutiene & Railaite, 2015). Changing work schedules or using health coaches can be ways of keeping an aging workforce healthy and engaged in their work. Paying attention to the ergonomics of the workplace and eliminating factors that could lead to fatigue or stress are other possible ways of managing these risks and preventing older workers from becoming sick, worn out or injured (Lassila, 2019). Managers can do a lot to manage and minimize the risks associated with having an aging workforce. Most of these risks can easily be addressed and require simply a little accommodation on the part of management.
To prevent issues like ageism from rearing up, however, managers should discuss the importance of diversity and inclusivity in the workplace. Just because the majority of employees are likely to be younger and not of retiring age, it does not mean that they can express ageist beliefs or attitudes. Diversity and inclusivity are important in a 21st century workplace culture and managers must make sure that older workers do not feel like they are being treated unfairly by other workers. All employees should be made to know that prejudice towards others because of their age will not be tolerated.
Challenges
The fact is that aging is associated with a decline of function, as Truxillo, Cadiz and Hammer (2015) indicate. Sensory, muscle and aerobic capacity are all ways an aging workforce can face obstacles. Older workers may also lack stamina and have reduced homeostasis, which is the ability to operate normally even after a change of environment. In short, older workers face challenges in each of the following categories:
· Physical changes
· Cognitive changes
· Affective changes
· Personality
· Motivation
In the physical changes category, workers are likely to experience sensory, muscular and aerobic obstacles. Their immune system is not going to be as strong as a younger person, and they are less likely to be resilient to changes in the environment—i.e., fluctuations in temperature, loss of sleep, etc. (Truxillo et al., 2015). Cognitive changes can be result in challenges related to fluid intelligence—i.e., age-related alterations in the person’s ability to process information, rely upon memory or focus and pay attention during a task. Crystallized intelligence presents another cognitive change and refers to the person’s ability to gain new knowledge, skills or wisdom. The older people get the harder it usually is for them to learn new skills (Truxillo et al., 2015). Thus, another challenge for managing an aging workforce is learning how to deal with their limited capacity to grow in learning.
Affective changes include emotional regulation and emotion generation. As Truxillo et al. (2015) point out, there is a positive correlation between aging and affective well-being. Likewise, older adults are more likely to avoid stressful situations and focus on being part of positive environments. In other words, their utility in all sorts of environments, whether positive or negative, stressful or easy, is limited. They are unlikely to want to work in high-stress areas or be part of negative workplace environments.
It is not all negative in terms of an aging workforce, however. When it comes to personality, aging workers are more likely to develop appropriate levels of conscientiousness and agreeableness than are younger workers. They also tend to become less neurotic as they age. They tend to have more self-discipline than younger workers and are more inclined towards maintaining orderliness than in allowing sloppy workplaces to occur. They like workplaces to be neat and tidy and they are also not afraid to assert themselves and take a dominant, leader-like position in the workplace (Truxillo et al., 2015).
At the same time, their vitality in the workplace tends to be lower than younger workers. In terms of motivation, they are more likely to be intrinsically motivated—i.e., to be motivated by a sense of accomplishment—than younger workers, who are more likely to be motivated by extrinsic motivational factors, such as pay or promotions. Older workers are less likely to have growth motives because by that age they are not really interested in mastering new skills, but they may have generativity—i.e., a desire to help others and contribute in a positive way towards society or towards the greater common good (Truxillo et al., 2015).
Ergonomic Issues
Designing a workplace suitable for an aging workforce is also important. Physiological and psychosocial issues are factors that managers have to think about and the design of a workplace can impact both (Perry, 2010). Having an ergonomically appropriate workplace can help the aging workplace population to perform at maximum efficiency. Thus, Perry (2010) recommends that managers be aware of the physiological demands of the job and what their workers are capable of performing. If there are mismatches between the demands of the workplace and the capabilities of the workers, managers should try to minimize that mismatch. Accommodations can be made to help older workers meet the demands.
Ergonomic changes that managers can make include adjusting the workstation design. For example, the workstation might be changed from a sit station to a stand station or vice versa. The work surface height could be adjusted to meet the needs of the older worker. Reach zones could be altered, visual zones could be highlighted, sharp edges could be dulled, lighting could be enhanced to brighten dark areas, temperature could be set at an acceptable degree, noise could be reduced, knobs and switches could be installed, and so on (Perry, 2010).
Facing Resistance
Some people may object to changes in the workplace for the sake of the older workers. Whenever managers risk facing resistance it is always important to try to obtain feedback from workers so the manager can know what their issues or complaints are. That way the manager can show that he is interested in what the stakeholders have to say. If he ignores them, they feel that their opinions do not matter and that they themselves are insignificant. So even if the complaints are irrational or arise from envy, it is important to allow workers the opportunity to air their grievances. If they are petty they themselves are likely to realize it after stating them out loud. But if they are never given the chance to do so they may harbor and nurse them into major grudges that negatively impact the organization as a whole. It is much better to get them out in the open: after all, sunlight is the best disinfectant.
Once complaints are noted, managers should acknowledge them and thank workers for making them known. Now it is the manager’s opportunity to explain in logical and rational terms why the changes are being made for the older workers. People respond favorably to logic and if the reasons for a change can be simply stated, workers are more likely to appreciate the reasons. Managers should avoid adopting an emotional approach or reaction to workers’ complaints as this will only trigger the workers all the more. The best way a manager can handle this situation from younger workers is to accept their complaints with respect and appreciations, show empathy and sympathy and then explain why the changes are necessary. Some people are always going to want the status quo and never like to see change happen—but when the workforce is aging change is going to happen whether one likes it or not, and managers have to make adjustments to maximize the efficiency of their work staff (Streb, Voelpel & Leibold, 2008).
The Positive Side
As Schwartz, Monahan, Hatfield and Anderson (2018) show, there are positive dimensions that managers can focus on when it comes to the aging workplace. For instance, older workers have generational attitudes, beliefs and values that are different from younger workers. They are more likely to be loyal to a company and their work ethic is likely to be stronger. They can help train and mentor younger workers and provide advice from the perspective of time and give younger employees a better sense of the bigger picture in life. This can be a way for generational respect to develop within the workplace.
Older workers can also help to fill a talent gap. As companies struggle to retain younger workers, who are constantly looking for the next best thing in employment, they can turn to older workers who are happy finding a job and staying with it. Instead of looking for a promotion up the ladder, older workers are satisfied with a routine that they can get familiar with. They are also likely to bring a higher quality of work to the job (Schwartz et al., 2018).
Old workers also will demonstrate a more robust sense of what it takes to develop positive relationships with others. They will not have bad attitudes or try to cut down other workers. They will strive to get along with everyone in the workplace and ease tensions by maintaining a positive air. They will avoid triggering other workers or making comments that they know might upset others. Overall, they tend to be the most professional and courteous of all employees because they are old, they have been there, they know what it is like to be on the other side, and they want to demonstrate the kind of ethical example that they themselves would like to see more of.
They make excellent mentors and can contribute quite positively to the cultivation and development of younger workers, even if they are new to the company. Older workers may have less experience in the job but they have a lifetime of experience doing other jobs and they bring all that experience and worldly wisdom with them. They can share it with younger workers and guide them.
Why Working Longer is a Good Idea That All Should Embrace
Burtless and Quinn (2002) make the case that working longer into one’s life is a good idea both for the person and for the economy. It gives the individual a way to stay busy, active and upbeat and it means that for the economy more money is being produced that can keep the purchase of goods flowing and the gross domestic product of the nation rising.
As workers age, the traditional view is that they should retire and fade away, but the new view is that these workers still have a lot that they can offer and contribute to companies and to society. Working later in life gives them a sense of purpose and can fill them with a sense of self-worth.
Managers can be mindful of this reality as they think about how they should address the issue of an aging workforce. Yes, there will be challenges and issues to face, but these challenges and issues can be overcome with a little grace and confidence. Managers should realize the tremendous positives that an aging workforce brings to an organization and they should devote their energy to harnessing that population and using its strengths for good.
These positives include having a reliable set of veterans who can assist them and support them in the decision-making process. Managers always need a core group of supporters who can help them rally the troops and embrace whatever directives the managers put forward. The aging workers can act like the veterans of a ballclub or basketball team. They never put up resistance to the coach and are always working on the game, showing the younger players the meaning of staying fit and persevering. The younger players look up to the older ones and learn from the veterans about work ethic, motivation (intrinsic), how to stay fit and conditioned, and what it means to keep a positive attitude.
This is something no manager really should want to do without. An aging workforce presents its challenges, but it also presents numerous positives that managers should be happy to embrace. The trade-off between positives and negatives is one worth making as the challenges are really minor inconveniences in comparison to the positive effect on workplace morale that older workers can bring. They can bring a certain amount of gravitas to the workplace that younger workers can benefit from. They can help younger workers to see the value in staying with one company over time. They can nurture new workers, mentor them, provide guidance and support, and facilitate management’s objectives when it comes to building a positive workplace culture of respect and hard work.
Conclusion
The aging workforce is a fact of life in today’s day and age. Workers are now working past the age of retirement, and this brings certain challenges, risks and benefits for managers and the organization they serve. The risks include health and safety risks. Older workers are likely to need more hands-on training. They are more likely to require ergonomic accommodations. They do not adjust well to environmental changes and their stamina is unlikely to be as high as younger workers. They may need more rest more frequently to prevent them from becoming burned out and they may cause younger workers to lapse into an ageist mentality. All of these issues can be addressed by managers. Risks can be mitigated by adjusting the workplace environment to meet the needs of the aging workforce, whether it is installing more lighting or adjusting the height of work desks. Health coaches can be brought in, schedules can be changed, and rest cycles can be improved. Additionally, managers can promote diversity and inclusivity in the culture to reduce the risk of ageism. These challenges and risks are thus not difficult to overcome. Plus, there are numerous benefits to having older workers in the workplace. They can mentor younger workers, and they are likely to be more loyal to the company and accepting of the manager’s vision. Older workers can bring a positive attitude to the workplace that is much needed.
References
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