Leveraging the "Mature" Workforce

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Two significant trends are causing a dramatic age shift in the workforce:
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Between 2000 and 2010, the workforce population for aged 55-64 will grow at a 52% rate. This compares to an 8% growth for 25-34 year olds and a 10% decrease in workers 35-44.
Traditional retirement has become a thing of the past as people work well beyond the traditional retirement age of 65.
( U5 u% z6 N+ d, o9 mThis "mature" workforce could be a great prescription to help companies solve the challenge of today's tight labor market. Adding to the pure numbers are the facts that this age group tends to be much more loyal and, by definition, more experienced than younger workers.

Here are some ideas to fully leverage this workforce:

( T/ W" P* N7 gWork with agencies such as the National Council on the Aging, AARP, adult communities and other local organizations to compliment current recruiting efforts.

Ensure job advertisements and interviews are not biased towards younger workers. Think about the impact of terms like "high energy", "fast paced" or "fresh thinking".
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6 T) \& [1 B: d. |Encourage re-entry into the job market for retirees.
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Create a culture that embraces mature workers (flexible schedules, phased retirement, innovative healthcare options).

) D" d0 R+ _$ k' o, mLeverage the significant experience and skills of mature workers by using them as key participants in mentoring and internal consulting programs.
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# c0 F1 e5 w0 f7 [; wLastly, many companies will need to change the typical "age discrimination" mindset. They can do this by understanding some simple math. Many companies will shy away from hiring a 55 year old because of a concern with longevity on the job.

The reality is that employees may still have 20 good working years left versus a generation x or y employee who's average job tenure is less than 2 years.