Now is the time to embark on the path to create change in your own organization and eliminate age discrimination. This shouldn’t be daunting or difficult; it requires honest reflection, the commitment to make a shift and the support of a good human resources partner.
I use the word ‘partner’ purposefully. I have had the benefit of working with some truly great HR professionals, and I can say with certainty that they have helped me be a better leader and manager. I promise you this: a good HR partner mixed with senior management commitment is one potent combination for the tall task of confronting ageism in the workplace.
Here are ten steps I learned from Sarah, a global human resources director for a Fortune 50 company, for specific and actionable strategies you can bring to your own organization:
Image Credit: Depositphotos.
1. Look inward and be honest
The first step is to take a step back, turn around, and really look at the current state of your own organization and assess any ageism that might exist.
As Sarah suggests, “Before you say it doesn’t happen here, be honest. Look around. Do a diagnostic audit. I am pretty sure you will be surprised. And not in a good way.”
Put your managers to the test. Take a look at your departments and look for discrepancies. Are you hiring a younger demographic, and are you focused on their career development while slowly edging the older employees out the door?
Also, assess your customers and your client base. In some cases, younger employees may be a better fit for your sales staff, but sometimes, having salespeople who are older may better serve your clientele.
Image Credit: DepositPhotos.com.
2. Consider the true costs
If for no other reason, you should reduce ageism because it’s good for your business. Bring your finance team into the discussion to help you prove it. Along with your HR team, they will be able to assess a true cost/benefit.
It seems logical that you will save money in the short term by replacing a more expensive salary with a less expensive one, but as Sarah has observed, “All too often you typically find out six months later that the younger and cheaper person can only replace part of what they did, so you bring in other people to fill in the gaps, and slowly but surely you end up putting costs right back in.”
Look at the total financial picture so when you make workforce decisions about your older workers that they are informed workforce decisions.
Image Credit: AleksandarNakic.
3. Commit to valuing your older employees
This is the time where you commit to truly valuing those employees who are older. You need to learn about them and understand what matters most—whether it’s family, finances, health, or a personal passion.
“We go out of our way to make the new hires feel welcomed and valued,” Sarah says. “Why do we let that slide for our older employees who have often been with us for decades?”
Image Credit: DepositPhotos.com.
4. Provide flexibility
Flexibility is by far the best and most cost-effective tool you have to attract and retain employees of all ages. Flexibility can mean a lot of things when it comes to working with older employees and their schedules. Per a 2012 AARP/SHRM study, 60 percent of those surveyed were looking for or were currently working in a flextime arrangement.
They also wanted employers to consider a formal phased retirement with compressed work schedules and the ability to telecommute as needed.
As an employer, look at your leave policies. Are they based only on childbearing? Make sure you offer benefits that appeal to older employees, such as paid caregiver leave.
Image Credit: DepositPhotos.com.
5. Maintain an enlightened and fair approach to training
Don’t let false stereotypes hold you back from investing in employee training and education for your older employees. People of all ages need—and deserve—the opportunity to learn and grow.
Employees of all ages enjoy learning new things, so don’t stop setting expectations for employees as they grow older. Encourage niche training or for them to get a certificate or advanced degree. Their insights are equally as valuable, and maybe even more so if they’ve been within your industry or company for a long period of time. They may have seen an idea cycle through already or know why a specific tool might not work.
Image Credit: StockRocket/istockphoto.
6. Display visible signs of support
I’m not just talking AARP posters here. Work to make it visible to everyone that you support the older employees within your organization.
Partner with external support and affiliate groups for older workers. This gets your name out into the public as a place that supports older employees and combats ageism.
Ensure that your recognition program is set up to recognize the mentoring, teaching, and other contributions of your older employees and make that visible to the rest of the organization.
Clearly state in your job notices that mature applicants are welcome, and don’t forget to update those marketing materials so you are visibly showcasing workers of all ages.
Image Credit: DepositPhotos.com.
7. Ensure your diversity & inclusion strategy references ageism
If you don’t have a “Diversity & Inclusion” strategy, it’s time to make one. This strategy defines your company’s mission and practices designed to support a diverse workplace and achieve a competitive business advantage by leverage the effects of diversity.
If you have a D&I strategy already, or once you’ve drafted one, it’s imperative that you review your practices to ensure that they reference ageism.
Image Credit: michaeljung/shutterstock.
8. Actively manage the retirement transition
Put together a retirement transition task force with your older employees and ask what they would like to see. Depending on your industry and company, there may be specific flexibility options that do or don’t work, but including these employees works to your benefit in multiple ways. They will feel that their input is valuable, they will have ownership in the outcomes, and they will champion the program to other employees. You will also have the opportunity to explore options that you might not have thought of otherwise.
Image Credit: DepositPhotos.com.
9. Make this initiative a priority
Your senior leadership team and human resources team both need to make the ageism discussion a priority. If HR isn’t paying attention, they should be! Chances are that they aren’t. According to Society for Human Resource Management (SHRM), less than one-third of HR departments have analyzed the impact of older workers leaving over the next three to five years, and only 17 percent have looked at that over a six- to ten-year horizon.
All companies need to create and enforce hiring and employment policies to reduce ageism. They should ensure that ALL employees—including older ones—have opportunities for training and development. All information should be defined, visible to employees, and clearly stated in the employee handbook and code of conduct.
Image Credit: DepositPhotos.com.
10. Have the conversation
Have the conversation. The difficult conversation about a planned end to a career almost never happens, but it’s time that it starts happening. Today.
Once the conversation has been had, it’s important to continue employee development discussions for all employees until their last day of employment. Never make assumptions based on knowledge of personal factors—especially age. Just don’t!
And the best tip about having the “what’s next” conversation with someone over 50? Have it with EVERY employee. As Sarah has taught me, a best practice is that you are consistently asking every employee one a year, “How do you want to learn, grow and develop in the next 12 months?” EVERY employee.
These ten tips are the best way to start creating change in your organization, but it all starts with a genuine commitment to be a truly inclusive employer and don’t be hesitant to seek outside help in creating long-lasting change.
For more advice on age inclusivity, read I’m Not Done or visit Patti’s website, Imnotdone.rocks.
This story was syndicated by MediaFeed.org.
Image Credit: Depositphotos.
