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July 2016 HRMonthly 21
Galluccio says motivations for younger staff are completely
different to those of more mature workers. At one end it is about
income, career prospects and opportunities such as travel. At the
other, it is about flexibility, principles and satisfaction. But for all
groups, it’s a feeling of being respected and valued.
“Everything we do is about being flexible and catering for
a wide range of age brackets at work,” he says. “Expectations
within the workplace change alongside those within the
community, and you have to be mindful of that. When you look
at employee benefits – is long-service leave or grandparent leave
more important than maternity leave? They should all be equally
valued by the organisation. You must put in place infrastructure
where any employee of any age can easily find out what programs
are available specifically for them.”
Attracting and retaining mature-age workers, involves
a mindset shift, says Carolyn Gallaway, CEO and founder
of diversity consulting and recruitment agency Diversity
Dimensions. Mature-aged workers are typically managed
towards retirement, rather than the nex t stage of their career.
“ We repeatedly see that where H R professionals and line
managers have open and transparent conversations with mature-
age workers around their intentions, it creates a win-win,”
Gallaway says. Unfortunately, there’s a reluctance to have these
conversations “It is not an approach that is well developed in
many organisations. It needs to be, and HR professionals must be
supported to have these conversations.”
Successful mature-aged workforce strategies begin with a
thorough understanding of the true value of the older worker in
the contex t of the broader business strategy and the corporate
appetite for a diverse workforce, she says.
TIME FOR A FIX
“Myth busting is needed and highlighting the positives of older
workers to other generations and the value they bring to the
organisation,” Gallaway says. Organisations must commit
to showcasing the experience and knowledge of matu re-age
workers through mentoring, knowledge transfer, modelling
of their reliability and more. “That is when the focus shifts to
opportunity rather than risk,” she says.
It begins with the gatekeepers, the HR officers occupying the
frontline, who have a responsibility to create a truly skills-based
workforce equipped for the 21st century. It’s both a challenge and
an opportunity that HR can ill afford to ignore.
Need strategies on how you can include mature age workers in
your business? AHRI members can access resources via
AHRI:ASSIST or ask questions via the online form.
“THERE IS INCREASED
THAT PEOPLE WHO ARE LIVING
LONGER HAVE TO WORK FOR
PROFESSOR JOHN PIGGOTT,
DIRECTOR OF THE ARC CENTRE OF EXCELLENCE
IN POPULATION AGEING RESEARCH
16/06/2016 2:09 pm
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