The Globe and Mail – February 2, 2007.
By Greg McMillan
Older workers may hear footsteps as younger generations hit their stride. But, GREG McMILLAN writes, career experts say they still have a role. It's all in the attitude
It seemed like a good idea at the time. Veteran quarterbacks Drew Bledsoe (Dallas Cowboys), Jake Plummer (Denver Broncos), Kerry Collins (Tennessee Titans) and Kurt Warner (Arizona Cardinals) were struggling early in the National Football League season and were replaced by young guns, respectively, Tony Romo, Jay Cutler, Vince Young and Matt Leinart.
The changes were meant to breathe new life, new hope, into their NFL seasons. It was believed that the best days of the veterans were behind them, that an infusion of young blood would be the ticket to success. And at first, the moves seemed to work, with the replacements all enjoying varying degrees of success.
But as the season wound down, and the playoffs approached, the wheels started to fall off each replacement quarterback and only the Romo-led Cowboys made it into the postseason. Then, in a play that likely will be remembered for years to come, Mr. Romo dropped the snap on a last-minute field goal attempt in a 21-20 playoff loss to Seattle Seahawks.
Would Mr. Bledsoe have fared better? Would his wisdom and on-the-job experience have meant more to the Cowboys at that crucial moment, perhaps landing the team a berth in Sunday's Super Bowl? Did the Cowboys, and the other teams that handed the ball to younger pivots, act in haste by dispatching veteran hands to the sidelines?
Those are the kinds of dilemmas that confront management, not only in professional sports, but in the workplace. Indeed, employers face a delicate balancing act as they try to retain the wisdom and experience of the veteran employee while harnessing the fresh ideas and exuberance of the newcomer -- all the while trying not to alienate either.
"There's no doubt that younger workers are taking many of the jobs of our older workers, but that doesn't have to be the case," says Cynthia Shapiro, a former human resources executive, in Los Angeles, now a career adviser and author of Corporate Confidential: 50 Secrets Your Company Doesn't Want You to Know -- And What to Do.
"It is a little-known fact that it's not actually age that causes age discrimination, it's the employer's fear over age-related issues that triggers it," she says, citing medical issues, appearance and keeping up with technology.
"So if you learn what tends to scare employers about age, and avoid it, you can keep age from becoming a factor in your career."
From management's perspective, there are some strategies that can go a long way to accommodate all the generations in the workplace, career experts say.
"There should be openness and respect for each individual," says Stephen Phinney, senior vice-president of corporate services, including human resources, for Progistix- Solutions Inc. of Toronto. "Show both groups that their ideas are appreciated, provide learning and development opportunities, and create opportunities for work-related dialogue, specifically organizational goals and objectives.
"You can provide flexible hours and schedules, provide team opportunities, access to senior management, participation in planning matters, and broad contribution paths and salary grades."
Experts agree that older workers cannot rest on their laurels, but must be proactive in maintaining a positive image with employers. And they must watch for indications that their jobs may be in jeopardy.
"The signs are usually there way before a mature worker is prepared to acknowledge them and that's the unfortunate thing," said Gail Jackson, director of TheSkillsMatch.ca, a Canadian age-neutral job board.
According to Ms. Jackson, and Barry Witkin, founder and national director of Prime50.com, a division of human resources firm Drake International, there are a number of signs older workers -- generally those 45 years and older -- should watch out for in the workplace.
Those could range from no longer being included in memos, to being passed over for promotions, to exclusion from meetings. Mr. Witkin said signs such as those often indicate that management has other plans for their future.
So, how to deal with it?
"Ideally, the mature worker needs to confront this before it becomes an issue," Ms. Jackson said. "That means open communication with everyone who they can possibly talk to, such as human resources, managers, presidents and CEOs. You have to let them know what your plans are.
"Suggest projects you would like to contribute to and perhaps suggest a phase-out plan," she adds.
Wisdom can come in many forms, Ms. Jackson pointed out, experience being only one of them.
She said it is just as important for older workers to have the ability to spot the traits that Gen-Xers and Gen-Yers exhibit, and incorporate them into their own mindset.
Perhaps it means becoming less passive, more accessible, more communicative, more interactive with bosses, co-workers or clients. This could mean publishing a blog, and using all the latest communication technology for instantaneous contact and interchange with others.
Ms. Jackson said older workers also need to avoid being perceived as negative. "They should never dismiss new technology or ideas -- ever. They should never undermine themselves and never refuse to try new things. They should never dismiss Gen-Yers. Their demographic is different, they conduct themselves differently, they have a different view of work/life balance. Older workers need to understand the differences and deal with them.
"Above all else, they need to come across as positive. If they don't, that is probably why they find themselves looking for work."
But it also means dispelling myths about older workers, Mr. Witkin says. "The fastest growing demographic group in fitness/health club memberships or personal trainers includes the older worker," he said. "So much for this age group not having the energy to continue in their careers."
Certainly, Mr. Bledsoe has indicated that he has the energy and wisdom to continue in his football career. When he was demoted this season in favour of Mr. Romo, the veteran quarterback took it like a pro. Still, some fans couldn't help but feel a sense of empathy as he disappeared to the sidelines.
"The [football] analogy does underscore the need to examine the entire concept of talent management in a work force, whether it be an NFL team or any other business entity," Mr. Phinney of Progistix says. "In the workplace, specifically, experts are predicting that within a few short years the demand for workers will dwarf the available supply.
"All organizations will need to figure out how they can most effectively retain talent."
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Not quite out to pasture yet
Older workers often take steps to maintain a youthful image. Barry Witkin, head of Prime50.com, offers some popular examples:
Colouring their hair
Updating their clothes and dress, often with the help of image consultants
Eating healthier and more nutritional food to reduce weight, lower cholesterol levels and reduce high blood pressure
Not smoking and reducing alcohol intake
Taking vitamins
Getting regular medical and dental checkups
Getting caps on their teeth or whitening them
Acquiring and using BlackBerrys and other new technology to show that they are keeping pace with the younger generation
Going to spas for a range or facials, massages and aerobics
Upgrading their glasses, or getting laser eye treatment or contact lenses
Socializing with younger employees from time to time
Keeping on top of current trends and issues that are important to younger people
Uh oh, sound familiar?
Signs that older workers' jobs may be in jeopardy:
You aren't included in memos, invited to meetings or sent for further training
You are passed over for promotions
Your position is reassigned to a younger person and you are moved to a less important position
Your hours are reduced with a reduction in compensation
Your regular evaluations are reduced in frequency or eliminated
A younger manager becomes your boss
You stop being consulted for advice or opinions
You are relocated to another area and become more isolated
Your job function is to be automated or outsourced
Your mentorship is taken away from you
Other older employees are downsized or let go
You no longer get the plum assignments which are given to younger employees
You feel less respected, unrewarded and underappreciated
Career advisers Barry Witkin and Gail Jackson