Time to turn ‘older’ age on its head

independent director, strategic consultant, and diversity, equity and inclusion advocate

We’ve been talking about ageing in my family with notable birthdays coming up for my parents. Turning 65 is a milestone, being the age of eligibility for superannuation, and that term ‘‘retirement’’. But does it, and should it, signify a time in life where one is less valuable to society?

New Zealand has an ageing population. By 2036, 22 per cent of New Zealanders, or roughly 1.3m people, are expected to be aged 65-plus; up 77 per cent from 2016!

This won’t just be a bulge, but a ‘‘new normal’’ as a result of lower birth and death rates.

There are significant implications for policymakers from this shift. Employers too need to plan for an ageing workforce or risk facing skills shortages.

Seniors have a wealth of knowledge, experience and wisdom to share. And yet many face discrimination in our workplaces because of their age. Depending on the type of role, and the health of the individual, continuing to work in your 70s and even 80s is a choice that potentially a growing number of people may wish to make. Some need to work beyond 65 to make ends meet.

Stereotypes around seniors’ comfort with technology and their health work against them. Assumptions are made about their pay expectations given their experience. Redundancies due to Covid19, combined with older people being more vulnerable to the virus, have compounded this issue.

An age-diverse workforce gives businesses more insight into age-diverse marketplaces. According to the Ministry of Social Development’s Business of Ageing report, older people are expected to spend $39 billion on goods and services in 2031 (compared to $14b in 2011).

Businesses that have a representative workforce which understands the needs of this consumer group stand to benefit.

The large majority of our older people today are New Zealand Europeans. But greater cultural diversity is expected, with big percentage increases for Ma¯ ori, Asian and Pacific peoples.

Information, products and services will need to address this diversity, for example in terms of different cultural and linguistic needs.

Age discrimination doesn’t just impact individual workers but also their families and the broader economy.

Our workplaces can support agediverse work environments in a range of ways. Challenge biases and ageist attitudes, and provide an environment where job processes and workplace ergonomics support the needs of all ages.

Ensure policies and practices around recruitment, retention, training, compensation and benefits support a multigenerational workforce. This can be done by reviewing policies on the basis of life stages. Policies don’t just need to cater for older workers, but also those caring for the seniors in their lives.

Projects that encourage collaboration among staff of different ages support intergenerational knowledge transfer and mentoring.

In my career, some of the best learning I’ve had came not from formal training, but from hearing stories from my senior colleagues about their career journeys.

Our seniors make meaningful contributions outside the workplace too. Many are actively involved in community initiatives and volunteer generously.

At a personal level, we have perhaps over the past year been reminded, more than ever before, about the importance of our older family members in our lives.

The relationship between grandparent and grandchild is especially unique. A Boston College study found that a close emotional relationship between the two is associated with fewer symptoms of depression for both generations.

At the recent New Zealander of the Year Awards, Dr Doug Wilson, the Senior New Zealander of the Year, reminded us that older people, ‘‘are a massive contributor . . . Importantly, young and old have to talk together . . . The future is talking together … recognising that old people are not past it.’’

Stereotypes around seniors’ comfort with technology and their health work against them.