Don't underestimate the value of older workers

Traditionalists, born between 1925 and 1945, came of age in a world shaken by World War II and the Great Depression. They have struggled through difficult times and provide a model of courage, perseverance and cooperation to younger generations.Traditionalists, also known as "The Greatest Generation," made up 10 percent of the 2005 workforce. Many have worked for the same employer, or at least in the same field, their entire careers. They bring stability, loyalty and wisdom to today's workplace. Even though most Traditionalists are at or near retirement age, many desire to continue working, at least part-time, well into the future. However, employers and recruiters often pass this group over when recruiting and hiring new employees. In the coming years, the workforce will shrink as many in the Baby Boomer generation retire, leaving a gap the younger, smaller generations will be unable to fill. To lessen the impact of the approaching labor shortfall, employers need to recognize the strengths of mature workers and increase recruiting and hiring of this population. A number of obstacles must be overcome to keep older Americans in the workforce; most significant are the misconceptions employers hold about Traditionalist workers. Employers and human resources managers often believe older workers will cost more to employ due to higher wages, pensions and health insurance premiums. Many employers also mistakenly assume that older workers are physically limited, resistant to training and lack computer skills. While some Traditionalists may take longer to learn new technical skills, studies show that those over 50 are the fastest growing group of Internet users.Older workers do less job hopping, rarely have child-care responsibilities and have already fine-tuned their abilities and strengths. Additionally, older workers generally spend less time socializing on the job than their younger counterparts.Traditionalists appreciate punctuality, manners and professionalism. Their strong work ethic makes them excellent mentors for younger, less experienced workers. By all accounts, the positives of hiring Traditionalists outweigh the negatives.
Another challenge to keeping Traditionalists in the workforce is the need for scheduling and assignment flexibility. Many older workers seek more accommodating work arrangements, such as telecommuting, fewer hours, or a phased retirement plan. They are no longer on the career track and most have little desire to take on more responsibility in older adulthood, but are interested in rewarding work that is a match with their unique strengths. Employers who are willing to let go of the "one-size-fits-all" mentality will have the most success in retaining and recruiting Traditionalists.A final obstacle to keeping Traditionalists in the workforce comes from their own expectations of retirement at 65. Many older workers never consider delaying retirement because of the financial disincentives for doing so. For example, pension plans often have policies which cause workers to lose pension value if they work past 65. Policies and ideas regarding older workers need to be improved to meet the changing needs of America's aging workforce. With 40-plus years of experience, unrivaled job loyalty and an incredible knowledge base, Traditionalists bring significant talents to the workplace. As the workforce shrinks and labor demands increase, it is imperative that employers let go of stereotypes and misconceptions about mature workers and embrace the value they bring to workplace.

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