ADJUSTING THE ORGANIZATION
WITH HR STRATEGY
It is important to recognize the opportunity
presented by having older workers in
the organization. It is equally critical to be
aware of how identifying and meeting the
needs of these workers can advance organizational
strategy. One way to realign
the organization and adjust to the aging
workforce is for HR to develop an understanding
of older workers’ issues and needs.
This is a critical step towards building additional
knowledge of this emerging later-life
career stage.
HR needs information about how to
direct older workers and their career development
as they explore and consider
new opportunities. In addition to identifying
pathways, HR can also build unique
opportunities that meet specific organizational
needs, such as mentoring programs
and special projects. These types of programs
in the organization can stimulate
knowledge transfer and tie into succession
planning strategy. This builds a strong intergenerational
workplace. Therefore,
these types of programs should be workplace
priorities for every high-achieving
organization.
REDIRECTION RESET BUTTON
In some cases, those aged 50 and older
might want to press the reset button; they
might be ready to pursue a new occupation
or career. Sometimes this can be achieved
through a lateral move or the challenge of
an attractive new project that benefits the
organization while appealing to the individual.
At other times, a second or third career
is a better match and becomes the best
choice for a “new direction.” Either way, HR
can act as a guide and provide information
that can help this decision-making process.
CAREER OPTIONS OFFER A NEW
CHALLENGE
A new opportunity has great appeal. HR
can take steps to understand what individuals
aged 50 and over want as their next
work challenge. Do they want to redirect
into a different occupation or career? Is
there a project that they would welcome,
something that will make use of their
unique contributions and enhance their
career development while benefiting the
organization?
NEW STAGE OF CAREER
Older workers have a contribution to make
to organizations. There is a push to move
beyond traditional notions of retirement.
The old images of a relaxing retirement do
not mesh with current realities. More individuals
expect to work into their 60s and
even longer.
Career development and career decisions
will continue to be important to older
adults and HR can act as a guide and instruct
them. In fact, it is critical for HR to
have deeper conversations about later life
work rather than conventional discussions
about pensions and benefits as individuals
prepare for this stage of life. This is the new
reality where career development extends
into the second half of life.
NEW STUDY ABOUT WORK
Older adults entering into this new stage of
later life career, choosing the “reset button”
and shifting gears is the focus of the new
research project funded by the Canadian
Education and Research Institute for
Counselling (CERIC). This study will examine
this new stage of career through
diverse examples of occupation. It is hoped
that many adults aged 50 and over will participate
and share their experiences of later
life work.
LOOKING TO THE FUTURE
In Canada, there are more adults aged 50
and older in society and they are remaining
in the workforce longer than ever before.
Going forward, HR has several questions
to ask: in the workplace, what proportion of
workers are 50 and over? In what ways are
career development needs being considered
for these workers? How does this tie into
the overall organizational and HR strategy?
There is an aging workforce and a rejection
of conventional notions of retirement
in our country. The current generation
of older workers is healthy and interested
in lifelong learning. Life expectancy has
lengthened and individuals can be productive
longer if they choose to remain in the
workforce. Older workers can continue to
make a contribution in the sphere of work.
New career pathways, alignment with organizational
strategy, “redirection” options
and special programs can be identified and
developed for workers aged 50 and over. In
addition, different conversations with older
workers are required now that working
lives have extended. All of this will help
make this new stage of career an organizational
asset. By implementing these steps,
HR can be forward-thinking and ahead of
the curve with the career needs of an aging
workforce. n
Suzanne L. Cook, Ph.D. is a social gerontologist
and adjunct professor in the Department
of Sociology at York University. Her research
project examines workers aged 50 and older
who continue to work and are pursing a new
direction through second (or third) careers.
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32 ❚ JANUARY 2016 ❚ HR PROFESSIONAL
