Low Risk Management of Older Workers
- Don’t make assumptions about older workers’ plans to exit the workforce at any particular age.
- Approach discussions about retirement as an issue of succession planning and ascertainment of employees’ goals within the organization.
- Establish a process whereby discussions about employees’ future plans are had on a regular basis with employees of all ages.
- React to an older worker’s plan to postpone retirement with acceptance, not surprise and never pressure. 5. Resist stereotyping older workers as more expensive, inflexible, or “retired while working.”
- Embrace older workers’ attributes, including institutional knowledge, loyalty, and reliability.
- Acknowledge older workers’ expertise and tap into that expertise to develop your less experienced workers.
- Address workforce needs by implementing strategies designed to recruit, engage, and retain older workers, including by offering flexibility that accommodates their need or desire to work into what have historically been considered “retirement years.”
- Treat functional limitations or disabilities attributable to aging as you would any other disability, engaging the older worker in an interactive dialogue and exploring and providing reasonable accommodation.
- Establish and communicate specific and objective performance expectations, and apply those expectations consistently to all workers, including older workers.