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There's an old story about a farmer in South Africa who sold his farm so he could become a diamond prospector. He never did find his mother lode. But the guy who bought the farm, who was paying more attention to what was going on around him, did—in the creek bed that the would-be prospector had crossed every day he'd owned the farm. If you're not paying attention, you can miss seeing treasure that's right in front of you. For many companies and the culture in general, this is true of older workers. They are a gold mine of experience, knowledge, and well-honed skills, yet we politely move them to the sidelines—and then out of the picture entirely and into "retirement" simply because they've reached a certain age. Why do we keep doing that? I can hear the clamor of defense already. Older workers don't want to work as hard. Older workers want to retire and are just treading water until they can leave. Older workers get sick more often. None of these things are true across the board. What's even more important to realize is that even if they are true for your company, you may be causing them. If senior employees aren't offered new challenges, if their experience isn't appreciated and relied on, if they aren't given effective opportunities to learn new technology, you're stacking the deck against the company—and them. Without a real challenge, the respect of others on the team, and an effective chance to learn new technology, loving your work is a lot harder. And when you don't like your work, you think about leaving, especially if you can retire. You may be applauding this exodus. It "makes room for fresh blood." You're reducing salary and benefits expenses. But that's like using your Blackberry as a paperweight. You're not really getting the best use out of what you have. And when you "throw them away" for younger workers, you lose a lot that the company needs to know. How about being smarter in the way you use them? LEVERAGE OLDER WORKERS' KNOWLEDGE AND SKILL. The "old pro" who can calm the most irate customer should be the role model for new hires. She might make a great mentor or even a trainer. Even if she doesn't want those roles, giving concrete examples of how she handles things make it much easier for younger workers to learn how to do the job right. And she just might perform even better for being noticed. ADD A SEASONED PERSPECTIVE TO DEVELOPMENT TEAMS. Get your older workers involved on the teams that would be better with an experienced viewpoint. What are you trying to do that might run into trouble for lack of a reality check? What needs to be linked carefully to what you are already doing to be a success? Cross-generational teams should be our "secret weapon" for business success. Instead, we view them as battle grounds. Yes, there are generational differences. There always have been. Effective managers—both of companies and projects--capitalize on them. USE WHAT SENIOR EMPLOYEES KNOW STRATEGICALLY. It's too easy to say nice things about how valuable older workers are and then fail to use that talent in the work we assign. This isn't a matter of "making them feel good." This is about getting the most bang for your payroll buck. Even so, higher motivation is a usual side effect. And that, in turn, leads to even better performance. From them. From the company. TEACH TECH IN WAYS NON-GEEKS CAN LEARN. All too often, technical training for older workers is a geek speaking Greek and a jumbled effort to remember stuff that never did make sense. This isn't the fault of the student. This is bad teaching. But older workers are quick to belittle themselves about their inability to learn this stuff. So poorly designed training stays in place and needed skills remain unlearned. If you were teaching your Russian subsidiary how make widgets, would you do it in French? STOP THINKING "40-HOUR WORKWEEK". If a senior worker wants to throttle back, explore whether they can get the essential work done on a less-than-fulltime basis. Thinking of full retirement as the only alternative to a full-time position makes as much sense as thinking the only place you can get to from Chicago is Cleveland. Explore the possibilities. If your company has a defined pension plan, be sure to include HR. You may create a part-time or project-based slot that gives you more than you would get from a full-time new hire for less money. What we are doing with older workers is a senseless waste—to the culture, the company, the person. Grab the competitive advantage by using them to their fullest potential. You will probably be amazed. Copyright (c) 2009 Mary Lloyd
Article Source: http://contentsgeek.com
Mary Lloyd is the author of Supercharged Retirement: Ditch the Rocking Chair, Trash the Remote, and Do What You Love, released April 2009. She offers seminars on how you can create a meaningful retirement for yourself and consults to help your business attract and use retired talent well. She is also available as a speaker. For better employer and employee alternatives to traditional retirement go to => www.mining-silver.com
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