Treasure Trove of the Aging Workforce

Abstract
The purpose of this paper is to analyze the diverse workforce with a focus on age diversity. The factors include challenges that can occur in an organization, how to overcome these challenges and benefits of a diverse workplace. This paper is organized by answering three questions around age diversity. The answers consist of various literature reviews and personal insight.
Treasure Trove of the Aging Workforce

It was once known that the retirement age was 65. That is no longer the case. Employees are no longer retiring, mostly due to the outlaw of mandatory retirement. In addition to not having retirement regulated, people are healthier today due to medical science so they can work longer. With the aging workforce occurring there can be challenges that need to be overcome in order to effectively run an organization in todays world.

Aging Diversity
What changes in employment relationships are likely to occur as the population ages?

Researchers suggest employers have mixed feeling about the aging workforce, however many can be positive. Positive changes in employment relationships that likely will occur can be the increase in work experience, job satisfaction, a strong work ethic, commitment to employer, and to quality of work. Pearson and Judge (2015) state, “ They bring to the job a higher skill level earned through years of experience, remember the organization’s history and know the aging customer base.” However, as the population ages it can also cause a lack of flexibility and resisting within that age group but also age discrimination in the organization especially to older unemployed. Pearson and Judge (2015) mention, “Older unemployed job-seekers need to stay current in their training with technology, and on the latest trends.”

Do you think increasing age diversity will create new challenges for managers? What types of challenges do you expect will be most profound?

In my opinion age diversity will create new challenges for managers because of generational gaps. Today we look at 4 generational categories that have distinguished characteristics within the workforce. First, there are the Traditional Mature Workers who often have military backgrounds, tend to be more self-disciplined and probably have one or two jobs on their resume. Next, there are baby boomers that brought the “hippie ethic” and distrust for authority into the workforce. Pearson and Judge (2015) state that, “ Baby boomers see the organizations that employ them merely as vehicles for their careers.” Then there are the Generation Xers who are much more self-assured, entrepreneurial minded and laid back then other generations. Lastly, there is Generation Y/Millennials. Bruce (2009) defines ”Gen-Y workers (or “Nexters”) tend to be highly individualistic in outlook, project oriented, and focused on what accords them a sense of personal challenge matched by suitable intrinsic and extensive rewards.” The Millennials are also the first to take advantage of technology. Pearson and Judge (2015) states “More than other generations, they tend to be questioning, electronically networked, and entrepreneurial.” However, they are also more needy and feel entitled.

The generational gap of different characteristic will lead to various types of challenges that may occur for managers. An older manager managing a younger employee is different then a younger manager managing an older employee. For example, a Baby Boomer manager or executive may not understand the needs of Millennial employees such as the consistent need of appraisement and feedback to have job satisfaction. Per Pearson and Judge (2015) “ An Ernst & Young survey found that 85 percent of Millennials want “frequent and candid performance,” compared to only half of Boomers.” From my own experience, Millennials are more likely to job hop, which creates another challenge. They will look elsewhere if they are not getting the promotions they feel they are entitled to, or not getting the feedback and acknowledgement they deserve. Other challenges that may occur for mangers because of the generational gaps are developing a winning team due to different values or habits. Based on Bruce (2009) “Each generation has different values, work habits, views of authority and how to balance work-family issues. With this kind of diverse team dynamics, it’s no wonder why team leaders often struggle turning groups into top performing teams. Learning what makes each generation tick and how to motivate each individual can be a painstaking, time-consuming ordeal.”

It’s not just age diversity that can cause challenges for managers but it is diversity as a whole. Pearson and Judge (2015) state “Diversity is a broad term, and the phrase workplace diversity can refer to any characteristic that makes people different from one another.” These characteristics can include values, education, gender, marital status and age, which I previously discussed. Not only must an organization value all these differences but in particular a manager especially does. A manager can use diversity not as a challenge to overcome but as a way to build an effective team by maximizing each individual’s differences.

How can organizations cope with differences related to age discrimination in the workplace?
How can older employees help?
Organizations can cope with differences related to age discrimination in the workplace by putting policies in place. For example, developing a policy that rewards performance not tenure where performance is being evaluated the same for everyone across the board. In addition to putting policies in place, organization can promote the value of diversity as a whole in their mission statement. Since there is more then just age discrimination that may occur in an organization, a mission statement that values all employees regardless of age, gender, marital status, or values demonstrates that the organization recognizes these differences as valuable assets. Ayub et al. (2015) states that “Managing diversity means acknowledgment people’s differences and recognizes these differences as valuable; it enhances good management practices by preventing discrimination and promoting inclusiveness.” Unfortunately, not just promoting and establishing policies will eliminate age diversity. Employees are only human and can’t always instantly change the way they think or act. An effective manager will have eyes and ears open looking for the cues as well as they will need to “eat there own dog food” consistently by leading as an example. Ayub et al. (2015) points out “Diversity initiatives depend on working philosophy of individual staff.” Aging workers can also help by taking action themselves. They can eliminate the age discrimination by staying current on the social trends, technology, and communicate. This will help them level the playing field and be just as good as the 27-year tech savvy social networker.

Conclusion
Perhaps instead of looking at an aging workforce negatively we should look at it positively. Aging workers bring a lot of experience and dedication to an organization that can be admired and not frowned on. If organizations put policies into effect to protect all employees and follow those policies consistently from the top down then any new hire that comes onboard will follow that process. Making changes doesn’t happen over night it is a slow process. The key is making sure it is not a flavor of the month.

References
Ayub, A., Aslam, M. S., Razzaq, A., Iftekhae, H., Hafeez, S. (2015). Examining Factors Affecting Diversity In The Workplace. Interdisciplinary Journal of Contemporary Research in Business, 4.12 Retrieved from http://search.proquest.com.ezproxy.snhu.edu/docview/1370189907?accountid=3783
Bruce, Calvin (2009). Managing Age Groups in the Workplace By Calvin Bruce, CPC. Diversity MBA Magazine. Retrieved from http://diversitymbamagazine.com/managing-age-groups-in-the-workplace
Robbins, S.P., & Judge, T.A. (2015). Organization Behavior (16 ed.) Boston: Pearson