Why employers need an Age Strategy

Age-positive advocates say many people over 50 want to stay in employment and contribute at work. However, they feel ignored in the recruitment market. It’s not just people who have already had long and interesting careers that face this challenge. Many with gaps in their employment history and others applying for roles commonly seen as ‘starter’ positions also feel excluded. 

 

The recommended solution is an ‘ageless’ hiring and talent development strategy. One expert says: “If you don’t have an age strategy, you don’t have a growth strategy”. 

 

The trend is clear. In the early 1990s employees aged 50+ accounted for around 20% of the workforce. By 2020/21 the proportion had increased to over 32%. It’s surprising to think many millennials will reach 50 by 2030, joining almost half of the UK’s workforce. 

 

An ageless mindset promotes wellbeing at work for all ages. As people enter their 50s many leave employment due to early retirement or ill health or move to self-employment. However, those who want to stay in the workplace find it harder than other age groups to take on new roles. 

 

Other factors include inflexible work patterns for carers, those with disabilities or long-term health conditions. These issues also affect the wider workforce. Without a plan to recruit, train and retain employees as they navigate life’s challenges, skills and labour shortages will increase. 

 

Studies show that age-diverse teams benefit employees and their employers and strengthen organisational reputation and brand. Employers need strategies and practices to harness the skills and experience they already have. 

 

Research confirms that team diversity can improve performance and profitability. A good mix of age and experience helps teams approach problems from different perspectives to achieve innovative solutions. Experienced employees can provide context and insights, while others contribute fresh ideas. Overall, an age-inclusive approach helps to improve decision making, motivation and productivity. 

 

Your age-inclusive checklist can include: 

 

Open recruitment advertising. Unintentionally, many job advertisements feature images and language tailored to specific age groups. Thinking more widely about who could meet the job specification and avoiding bias can attract a better response. Sharing opportunities widely and highlighting the required behaviours and skills rather than qualifications is helpful. 

 

Skills development. Personal development isn’t only for new recruits. Everyone can benefit from ongoing support to improve performance and to develop new skills. Employees who want to move to part-time and flexible roles can still make a significant contribution at work. 

 

Wellbeing support. Occupational health and the flexibility to accommodate changing personal needs can help keep people in employment. This could include short-term arrangements in response to new health or caring challenges. Alternatively, it might require new ways of working to support specific requirements. 

 

Slopes rather than steps. More than four out of 10 people under 65 haven’t taken any steps to plan for their retirement. As well as the financial implications of retirement, they’re not ready for the lifestyle change. An abrupt end to a working life is often very unappealing. Providing a smoother journey from full time employment to retirement helps them adjust. Options could include flexible working and phased retirement, without assumptions about people’s intentions. 

 

With over 22 years’ experience Ascendant Recruitment can help both employers and job seekers navigate the work-life journey.