Age diversity and the inclusive workplace
IT used to be that people retired as they turned 60, or shortly thereafter. But even this is changing as populations age and birth rates fall in most major economies. The World Health Organization projects that the proportion of people over 60 will nearly double from 12 percent to 22 percent by 2050.
In the coming years, we will see a more diverse workforce in terms of age or generation. In the US, for example, about 25 percent of men and 17 percent of women over 65 are expected to be still working by 2032.
All this means that organizations must start preparing for the changes that an age-diverse workforce brings. They need to look at how they can adjust to these changes to ensure that the future remains positive for all. Workers must take the opportunity to adapt to these changes, too.
True success, according to a report called “Evolving Together: Flourishing in the age-diverse workforce,”
hinges on collaboration, including the support we get from the organizations we work for, and the policies that enable these organizations to support their people.
We all know that health is important so people can stay productive well into their 70s or 80s. Governments must put more money into healthcare, sure, but more than that, the organizations themselves should introduce their own wellbeing programs for their employees. They can also implement flexible work schedules, phased retirement programs, mentorship initiatives, or intergenerational collaboration projects. Older employees may like
We all know that health is important so people can stay productive well into their 70s or 80s. Governments must put more money into healthcare, sure, but more than that, the organizations themselves should introduce their own well-being programs for their employees. They can also implement flexible work schedules, phased retirement programs, mentorship initiatives, or intergenerational collaboration projects. Older employees may likewise benefit from training that will help them adapt to new technologies or job roles.
wise benefit from training that will help them adapt to new technologies or job roles.
Company policies may have to be rewritten to accommodate needs that change with age. And as mentioned, our lawmakers need to sit down and write the laws that will allow employers to do this. There could be incentives offered for companies that hire older workers, different forms of protection against age discrimination, or offers of funding for lifelong learning initiatives.
Our communities and social organizations have a role to play in supporting older workers, too. For example, they can initiate programs to provide social support, networking opportunities, or access to resources, for instance, for those who are going into a new career (or entering a new phase).
Additionally, cultural shifts are needed to promote inclusivity and respect for workers of all ages. Initiatives that combat ageism, promote intergenerational teamwork, and celebrate the contributions of experienced workers can help create a more supportive and inclusive environment.
Individuals, as well as the organizations they are part of, must invest in continuous skill development and training to thrive in the modern workplace. The role of employers and policymakers is to create an atmosphere that will attract, train, and retain age-diverse talent.
This time is an opportune time for organizations and society to shape the future of work while developing strategies that can address new challenges brought about by workforce diversity.