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Branding Your Company as Age-Diverse

Some employers only apply age-friendly strategies during the recruitment process. Their job ads appeal to candidates over 50. Their recruiters visit places that attract mature workers. Even during interviews, they tell candidates how much their experience is valued. But that's where it stops.

In reality, the age-friendly mentality needs to be ingrained throughout the organization's culture - in offices, on the production floor and in the executive suite. Employers need to establish a culture that respects workers of all ages and skills. Otherwise, the recruiters' efforts may appear to be nothing more than a smokescreen.

Enable your recruiters to attract top talent of all ages and experience. These examples demonstrate how you can brand your company as age-diverse.

Reward experience

While an estimated 64 million workers-more than 40 percent of the US labor force-will be eligible for retirement by 2010, the number of 35 to 44 year-olds who normally would move into senior management ranks will decline by 10 percent, according to The Conference Board. How can companies avoid sudden knowledge gaps, known as "brain drain"?

Consider promoting mature workers. Promotions should be age-irrelevant, says Roy Richards, business consultant in Clive, IA, and author of Wake Up Captain and Crew Restart Your Engines. "Older people should not be held back simply because they're of retirement age," he says. "Challenge employees right up until their last day on the job. Give them special project opportunities where they can earn financial bonuses or rewards for their outstanding contributions."

Another option: recognize the experience of long-term workers, says Jamie Hale, practice leader of workforce planning at Watson Wyatt in Dallas. Introduce them as professionals during a staff meeting, focusing on their strengths, what they can contribute to the team, then clarify their overall role. Set the stage for employees to respect and value people's experiences, no matter what age. Hale adds that the retention of mature workers will likely increase if they're hired in groups. "People like to work with people like themselves," she explains.

Introduce coaching opportunities

For the first time in U.S. history, four generations are working side-by-side, each with its own set of skills, communication style and work ethic. However, a mixed labor force can present integration problems.

A company can ensure harmony among its workforce by teaching mature workers how to coach others. That's appealing for those who want to contribute and belong, says Warren Cinnick, director of people and change practice at PricewaterhouseCoopers in Chicago. "They learn how to interact with younger generations and what their expectations are - [their] different work habits, styles [and] ethics," says Cinnick, who also refers to this as "active blending."

Cinnick points to one company that spends several hours each week for one month training older workers on how to coach. They develop a structured six-month to one-year plan that lays the groundwork, connecting multiple generations in the workplace. If they "early on get a chance to coach others in the things they know, and they in turn have a coach who has some internal knowledge of that company, the productivity of that worker is accelerated," he says.

Ask what they need

Key Equipment Finance in Superior, CO, is exploring different ways to integrate its workforce. Of its 841 U.S. employees, 25 percent are over the age of 50.

To meet the diverse needs of all employees, the company formed several focus groups, each consisting of approximately 35 employees representing different age groups. Their mission? Find ways for the company's workforce to become more cohesive and work more effectively as a team, says Jeremy Eaves, human resources director. "After we collected their opinions, we developed an advisory committee that has been very integral to making recommendations about what it needs to do in our workforce," Eaves noted.

Redesign benefits and positions

Approximately 30 percent of employees at The Dow Chemical Company are over the age of 50. The company wants to be prepared to fill key positions, both now and in the future.

Besides offering online tools designed for late stage career planning, the company is creating "bridge" positions that attract and retain mature workers by enabling them to decelerate between full time work and retirement, says Kevin Small, workforce planning leader at Dow in Midland, MI. Likewise, senior executives are being loaned to universities, clients and other organizations for short-term assignments that appeal to their interests. He says the company is also recasting its compensation and benefits program to be more aligned with the needs of mature workers.

Meanwhile, Dow stays connected to former employees through Kelly Services, a global staffing agency that posts temporary jobs via a Dow web page. "We need to modify what we're doing and how we're doing it to meet their needs," says Small. "The amount of expertise that is leaving cannot be replaced very easily."

Showcase professional talent

Are you successfully recruiting experienced workers? If not, here's a clue as to what might be wrong: Does your marketing collateral feature the audience you're trying to reach?

Many publications are shifting gears from a youth-obsessed model to one that features real stories of mature individuals. If your company wants to be branded as older-worker friendly, do the same by developing marketing collateral for this age group, says Tim Geisert, vice president of employment branding at Kenexa in Lincoln, NE. From videos playing in your lobby to brochures, websites and annual reports, feature experienced workers enjoying their job. "[People] have a kinship for people their age," he says. "Put your rank and file employees out front."

Focus on Outcomes

Recruiters, what kinds of positions are you offering the mature labor market?

If your positions are mostly traditional nine to five jobs, think again. Redefine your company's roles and job descriptions, says Jean Erickson Walker, executive vice president at OI Partners Inc., in Portland, OR. Focus on roles with specific outcomes and timelines like short-term projects or consulting opportunities, she says. But when hiring mature workers, recognize their social needs. Too often, employees hired in temporary roles are not integrated into the company, says Walker. Employers can build loyalty and cooperation by including these workers in workplace activities. "They still have that team mentality and need to be part of the community."

Companies that are strategic in recruiting and managing talent from multiple generations are poised to succeed as a business and attract the best workers who want to work for a business that values inclusivity.

AARP Resources

Workforce Assessment Tool:
This easy self-assessment tool will help you determine if your company is prepared for the aging workforce of tomorrow. Adobe Reader 8.0or higher is required.

AARP Profit from Experience Perspectives of Employers, Workers and Policymakers in the G7 Countries on the New Demographic Realities:
Addresses through best practices and case studies how to develop and implement effective strategies for recruiting and retaining workers 50+.

AARP Age Equity in Employment Checklist for Employers: An online checklist to help employers assess their company's policies and practices to attract and keep valuable employees, including older workers. Topics include recruitment, policy development, training, and job redesign.