By Dr. Paul L. Gerhardt, PhD
"The Organizational Doctor"
www.paulgerhardt.com
We are living in some very interesting and for some scary times. Right now, the United States is challenged with serious unemployment issues. As leaders, we must take a deeper look into a phenomena that is taking place. Every day, approximately 10,000 Americans are turning age 65 and eligible for retirement. Numerous organizations in all parts of the world are experiencing significant shifts in their demographics of employees. These shifts are a direct result of workforces that are aging and are also simultaneously becoming age-diverse. This means that decision-makers and coworkers alike in every type of organization should be more aware of the capabilities and needs of fellow employees. Being cognizant of workers in all age groups ideally cultivates creativity and efficiency. Creativity is the foundation of what it takes to yield stronger and more competitive organizations.
Experienced workers are the life-blood of organizations. They have wisdom from their years in the workforce that help avoid making expensive mistakes. Their experience may also create a solid foundation of doing things more efficiently and effectively. Various researches have studied the aging process and how it affects employee behaviors, goals and emotions. It is important to note that people experience changes differently as they age. Scholars don't always agree about how to manage the changing workplace. However, employees must consider this important topic if they want to remain competitive.
Interesting studies on generational differences at work evaluate values and attitudes. These studies shed light on a topic that employers must be standing up and paying more attention to immediately. Developmental theorists are beginning to advocate for a more optimistic view on generational differences which suggests that leaders can take action to remain competitive. Turnover is one of the greatest costs of doing business. When employees retire, talent may be lost. Therefore employers should evaluate how to keep their Baby Boomers long enough to train the next generations to successfully-succeed in workplace activities once their elders have gone.
I believe that it all begins by realizing that success should be measured in terms of quality workplace and customer relationships. The strongest organizations have realized that relationships need to matter in the workplace. Legendary companies like Google are famous for creating an environment that fosters both creativity and camaraderie. It is difficult to beat competition where employees go out of their way to do their best for the benefit of their workplace. Loyalty is earned and can easily be lost. When employees feel forgotten or unappreciated, they may sabotage their organization and in the least lose their sense of dedication. Similarly, too many nursing homes are filled with people who are seemingly forgotten and left to die. This reoccurring phenomena of relationships with members of society are often altered in quality or are even severed when people age. This feeds the ugly vicious cycle and perception that as adults grow older, they disengage from society. Why not find ways to keep employees of all ages appreciating each other, feeling valuably-appreciated and working together to grow by inspiring each other to be the best we can be?
Creativity and growth in the workplaces requires employees to work as members of a team. On the other hand, the results of distancing of employees may result in the opposite--diminished creativity and performance--especially of aging-seasoned workers. Organizational leaders and decision makers must do all they can to help employees of all generations feel valued and included in most activities of the workplace. Leaders should be cautious not to expect the older members of their workforce to withdraw or engage in behaviors that are counter-productive due to their disengagement. This means treating older workers and younger ones with the kind of respect they expect. Challenge all generations to work closely together and be open to sharing each other's ways of doing things with a win-win mindset.
So how can organizational leaders retain Baby Boomers longer in order to train their replacements sufficiently? Studies suggest that as adults age, they continue to strive to maintain the same activities, behaviors, relationships and personalities. As they maintain these elements of their lives, aging adults continue a connection with their experiences. Employers should have the mindset and be aware that there is scientific evidence that suggests that aging adults are able to maintain continuity in their personal traits, steadiness with their close relationships, and intelligence. So, there generally should not be any reason treat aging Baby Boomers like their time is short or to expect less. In fact, it has also been found that aging adults have a tendency to maintain their levels of productivity if managed properly.
There are also studies that have revealed that aging adults perceive themselves as being the same individual all their lives and there is also a significant stability in how they perceive specific characteristics about themselves. This also has important implications in the workplace as older adults would be more concerned with the maintenance of good relationships at work and continuing good performance in the job. It has been found that older workers have a tendency to display fewer withdrawal behaviors, continue behaviors which maintain efficiency and productivity, and display more actions necessary for workplace safety.
Organizational cultures that maximize relationships also maximize productivity and creativity. Creating policies and procedures that cultivate respect for all generations is truly the key to success. Each generation is said to be distinctly different from one another. However, creating work teams of multiple generations will help cultivate positive-relationships and yield greater ideas and organizational strength. The bottom-line is that all organizations must utilize EVERY employee wisely in order to maintain competitiveness in their market. Making everyone feel genuinely valued and appreciated could mean the difference between an organization that loses its talent prematurely or continues to grow stronger with time.
Copyright © 2012 by Dr. Paul L. Gerhardt. All rights reserved.
