In the last century we've increased our longevity in the United States by over thirty years. In 1900 folks lived an average of 47 years; by the year 2000 that number had jumped to 78. Although I am far from retirement age, I follow the conversation of the changing retirement laws in Germany because it fascinates me that people are forced to stop working when they hit that 'magic number'. While they want to raise it from 65 to age 67, there have been protests in France because they just jacked retirement up to age 60.
Imagine the thought! Why, as the population ages and fewer people are born to replace them, are people being coerced to leave the workplace if they don't want to? Some argue it's to make room for the next generation. But in countries like Germany, the next generation contains fewer people. Ergo the increase in work life years.
To answer the question of what to do with older workers, Peter Cappelli and Bill Novelli, co-authors of the newly released book, Managing the Older Worker: How to Prepare for the New Organizational Order, make a strong case for retaining talent and conducting smart knowledge management. After all, older folks are living longer, have more experience and, according to the authors, are motivated by different interests than their eager, younger colleagues. Dangling a promotion in front of their noses isn't nearly as effective as giving them an interesting assignment that keeps them as a team player, offering them lifestyle flexibility and even 'snow bird' jobs when they travel to Florida six months out of the year.
While I was slightly disappointed that the book didn't delve into how younger managers can actually go about managing older workers, they did make a strong case for why older workers are so valuable. In a nutshell, they are:
* more knowledgeable (no mystery there); * more flexible (most of them have their child-rearing days behind them; however flexibility for elder care remains an issue as their own parents' failing health impacts their ability to maintain a regular schedule); * more loyal and conscientious; * just as costly (or not, depending on how the company views overall employee benefits).
In other words, older workers' value in terms of knowledge and willingness to learn new things (thereby debunking the myth that people over forty somehow can't or won't 'get with the program') far outweighs any insurance cost, etc. Also notable is the fact that older workers are much less likely to have costly dependents so while their insurance premiums may be slightly higher, they are actually less costly in the overall scheme of things.
What does all this have to do with the power of slow? As I stood in line, waiting with one hundred other warm bodies, to buy my daughter's last-minute school supplies, I noticed there were two lines. One had an elderly gentleman and a middle-aged woman working the cash register. The other had a younger team. One called out the price; the other typed it into the register. I couldn't help but notice my line with the older team wasn't moving as fast. Despite my ownership of the power of slow principles, I felt myself getting hot under the collar (literally ~ all those people in such a small space!). When it was finally my turn, the woman advised me that I had grabbed the wrong pens for my daugther's assignment. She kindly went back into the throng to get the right ones for me. She may have been slower at the register, but imagine the amount of time she actually saved me in getting me the right pens the first time! That's the very conscientiousness and customer care Cappelli and Novelli praised in the older worker. Amazing!
I smiled as the power of slow found its way back into my heart...and the right school supplies into my bag. Thanks to Managing the Older Worker, I will continue to view more experienced employees as the harbingers of slow because, as we all know by now, it's faster anyway!
