The business case message for recruiting and retaining mature age workers covers:
- Safe-guarding against a skills/talent shortage
- Gaining a strategic advantage over competitor organisations
- Ensuring greater return on investment by engaging and retaining staff
- Responding to a diverse customer base and local environments
- Innovation and risk management through obtaining diverse perspectives
- Enhanced organisational brand and reputation by being an employer
- Tapping into the networks, talents and experiences of mature workers
- Retaining corporate knowledge and experience which can also be imparted to other employees
- Increased morale, loyalty, commitment and job satisfaction enhances productivity and customer service
Organisations that can develop and implement effective age management initiatives will gain and maintain a competitive advantage and increase their effectiveness.
Recognising and valuing diversity through the application and promotion of sound policies assists to attract and retain quality employees and increases morale, loyalty, commitment, a positive and secure working environment, and creates a high quality workforce.
Improved job satisfaction enhances productivity and better customer service as well as generating an enhanced public image as an employer who cares about staff family and carer commitments, and contributes to the well-being of the community.
Diversity means sourcing from a larger pool of talent and linking the resulting diversity of thought to engagement, innovation and risk prediction.
The benefits of securing older workers also includes the securing of labour supply, particularly in cases of local labour shortages or where particular skills are found to be in short supply. Team cohesion can also be enhanced from improved intergenerational relations.
The European Foundation for the Improvement of Living and Working Conditions has identified the following overall guidelines for the careful and flexible consideration of good practice:
- Preparation and research, e.g. on recruitment trends and age profiles
- Communication with all staff
- Early involvement of stakeholders such as trade unions, staff associations etc.
- Early involvement of mature workers themselves
- Education of line managers
- Staged implementation, regular monitoring and feedback
- Periodic assessment of impact
- Constant communication with all employees
- Attention to other aspects of the working environment which may inhibit the uptake of good practice