In this e-learning module you will receive a brief lesson about specific issues relating to the aging workforce, followed by 5 multiple choice questions. Each question has 1 correct answer that will provide further support information and additional resources that you can choose to review.
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Supervising an aging workforce can be a complex issue. The workforce is a mix of the new and the old, new recruits and younger managerial staff with senior employees who have been giving their all for many years. As such, the next generations of workers in an organization need to learn ways to motivate and manage the senior and older workforce.
The young and the old, both these generations have a different way of looking at things. To get a workplace running smoothly, all generations need to understand how the other operates.
Issues such as recruiting, retaining and managing older workers are not new but are becoming more im- portant as the workforce overall ages. Employers will need to retain older workers to satisfy labour needs. Supervisors can play a key role in retaining this part of the workforce along with benefitting from their knowledge and expertise. Understanding the impacts of aging as well as the myths is an important piece of a supervisors’ job. For a brief overview review this Fact Sheet.
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How should you keep older workers engaged and productive in the workplace?
Please select one of the following 5 options:
ContinueAsk the opinions of older workers AND have them work with their younger colleagues.
The older pool of workers has been around for many years, which means they have seen a lot and have useful experience.
Use their experience and understanding of the organization and work and learn from that. As with most workers, older workers remain much more engaged when they are viewed as having something to contribute. Encourage younger team members to learn from them as well. Have older workers perform a mentoring role. Communicate to them that you value their input and mentoring abilities.
ContinueHave them work on projects with younger staff. This benefits inexperienced workers and engages older workers. Engaging them in problem solving is an excellent tool to use their knowledge and also gets buy-in from both younger and older workers. Value their knowledge and experience. Older workers can also benefit from the knowledge and enthusiasm of younger team members.
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Older workers are often seen as being out of touch with technology. How should this be resolved?
Please select one of the following 3 options:
ContinueDo not assume because a worker is older that they are out of touch with technology.
Assess any areas where lack of skill is apparent and provide training and support to improve these skills. While some older workers may take longer to learn these skills, don’t assume that they can’t or won’t.
ContinueOften, the image of an older worker combines both positive and negative stereotypes. For example, older workers have been described both as "friendly" but resistant to change or lacking adaptability. Individual level stereotypes also include assumptions about older workers' health and work-life balance. Perceptions at the organizational level may support the myth that older workers are costly to employ and train, and are unfit for promotion. In society, broad assumptions exist that more older workers and delayed retirement will mean fewer opportunities for younger workers to enter the workforce. Retirement age norms may also contribute to perceptions that adults should exit the labour force at a certain age.
These myths and assumptions need to be addressed in the workplace with education programs and work- place policies. If as a supervisor, you find this kind of thinking prevalent you can approach your manager and/ or your human resource professional to help design programs to assist you in dispelling these myths.
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How do you deal with absenteeism due to illness and injury with older workers?
Please select one of the following 4 options:
ContinueThere are several ways you can deal with absenteeism due to illness and injury with older workers.
Older workers missing time may have a variety of issues and just like younger workers you need to look at patterns of absence and have a meeting to discuss why this might be occurring.
Research shows that age itself is thought to be a weak predictor of attendance. For example, one factor to consider is the increasing numbers of older women in the workforce, career, dual-career, and family issues need to be considered as women are more often care givers to children with special needs or elderly parents.
ContinueDifferent programs and conditions for different workers may be needed to meet the needs of any employee, not just one that is older. A well-designed workplace will benefit everyone. Workstations and job tasks that are matched to the needs of the individual employee are always best. Research shows that most chronic health conditions in older workers are not a factor in increased absenteeism. But it has also been found that encouraging health and wellness programs in the workplace can play a significant role in reducing absentee- ism among all workers.
However, that being said, there are some things older workers may need to work more safely and comfort- ably. As people age there are changes to physical attributes such as hearing loss and decreased flexibility along with other chronic health issues.
Some older employees may need flexible hours or a shorter workweek. Understand their situation and use their skills according to their availability. Be willing to be flexible for those who need a shorter workweek. Their talent and skill are likely more important than being at the workplace full time. Perhaps two people can share one position. These are discussions you should have with your human resources staff. However, don’t assume that all older employees want to work part time. Some may want or need to continue work on a full-time basis.
Bottom line – get to know your workers, there are many different circumstances that may have an impact on their attendance. Communication is key.
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How should a younger supervisor manage older workers?
Please select one of the following 4 options:
ContinueA younger supervisor should be clear about their role, yet seek the input of older workers when making decisions.
It is likely trite to say, "treat them as you would like to be treated". It is important to value your older workers and to be respectful. Just like any employee they need to feel their work has value and meaning.
If you are trying to micromanage and tell them how to do their job, you may be making a mistake. Supervisors do not need to know more about the work than the people doing it. So, it helps to tell your workers what your responsibilities are, that they're different from theirs, that you need their help and that you all benefit from helping each other.
ContinueBe prepared for some older workers to question your decisions or push back on your directions. If you find your authority being questioned or undermined, perhaps you need to spend more time and effort in building relationships with your team members. People tend to prefer working with people that they know, like and trust. Perhaps you need to spend some time explaining the reasons behind decisions you are making or enforcing.
The older workers learned in a hierarchical society and understand that you are the boss. Some of these older workers may have been supervisors or leaders too. Learn to communicate with them; respect them and where they’re coming from; ask for their input whenever you have an opportunity to do so. Don’t be afraid to admit you don’t know and need their help.
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Older workers are injured more often than younger workers.
Please select one of the following 2 options:
ContinueFalse.
Statistics show that older workers are actually injured less often than their younger counterparts but do often have more time away from work when they do get injured. And as older workers will continue to make up a larger portion of the workforce, it is increasingly important to prevent workplace related injury and illness which ultimately benefits everyone!
ContinueAccording to Statistics Canada, those who are aged 55 and older now make up 21% of the Canadian work- force. Statistics Canada estimates very little population growth in Manitoba over the next number of years supporting the need to keep the aging workforce healthy to enable them to stay employed. In Manitoba nearly 45% of the workforce is already aged 45 and older.
Although older workers still have fewer injuries than their younger counterparts this does appear to be changing. Aging workers are starting to report higher injury rates only in recent years. All age groups have seen a significant decrease in injuries and illness from 2011 to 2020 except those aged 55+ where it has increased by 21% in the same time period. Many of these are from chronic exposures such as chemicals and asbestos supporting the need for early intervention strategies to avoid such chronic exposures.
Generally, aging workers are at higher risk of falls and for specific types of injuries, including fractures and hip injury as well as strain and sprain type injuries. Younger workers are more likely to sustain eye, cuts, bruises and abrasion type injuries
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