Ruth Crocker: Rethinking Employee Retention

Seven guidelines for engaging and accommodating your older staff.

By Ruth Crocker

Mark loved his job as a warehouse supervisor in a distribution center. His coworkers marveled at his ability to navigate the warehouse, his “sixth sense” for locating odd and rarely pulled inventory and his knack for coaxing improved performance from aging equipment. His thirty plus years of experience helped him serve his employers well. He worked efficiently and effectively with quiet professionalism.

And then came a wave of systems upgrades. For Mark, learning new ways of performing tasks that had been long and well-served by “simpler” means was confusing and intimidating. He wasn’t as speedy as he had been in the past and documentation requirements were increasing.  

His immediate supervisor, fifteen years his junior, pushed him to speed up. Mark felt stressed and unable to cope with the continuing pressure. After starting to dread his job and feeling like he was getting worse instead of better, he began contemplating taking early retirement. Was this the best solution for Mark and his employer? Probably not.

Mark is one of many valuable older workers who could stay productive on the job with some modifications in his work environment. Employers today are facing the fact that we need to keep our older workforce in place longer and we need to help them stay healthy. Baby boomers make up about one-third of the U.S. workforce and for the first time in several generations, there are not enough younger workers to replace them.

Key industries, especially those that rely on workers with proven performance, knowledge, skills and self-confidence, will be forced by labor shortages to rethink employee retention and how best to ensure health and safety by adjusting equipment and the work environment.  

There are many fears and myths about “getting old” in our culture, but the reality is that people are living longer and healthier and can remain robust contributors to the workforce much longer than any previous generation.

While age does not determine fitness, there are predictable changes that occur with age and can be accommodated. The following are guidelines for employers who want to maximize the working environment for their most valuable asset: the reliable, responsible, loyal, conscientious, cooperative, collaborative, wise older worker.

Maintaining an unmoving position for a long time is very tiring, especially standing, which puts pressure on blood vessels. Repeated and prolonged static work can be harder on the body than dynamic work. Provide opportunities to change posture or position during the workday. Adjust work surfaces to encourage position changes.

Sitting is generally good if chairs are well designed and adjustable. To avoid the dangers of prolonged sitting (weakened abdominal muscles, digestion and breathing problems and damage to spinal discs), provide training and information on sitting properly and permit opportunities to walk about and stretch.

Provide appropriate equipment for assisting in any type of lifting. Workers of all ages are vulnerable to injury by improper lifting technique and lifting objects that are too heavy. Teach them to decrease the need to twist the trunk of the body during lifting, using leg strength rather than leaning over, and placing the load as close to the body as possible.

Because hand grip strength gradually decreases as we get older, the right grip or handle becomes important. Smaller handles become more difficult to use. Provide tools and controls with user-friendly handles.

Light reaching the retina of the eye declines by as much as 75 percent from age 20 to 50. Improved lighting helps all workers. Problems with adjusting to lighting contrasts can be improved by ensuring that the level of lighting in the room is similar to the light level on computer screens in the environment. Reduce glare by using low or non-glare computer screens.

Gradual, age-related hearing loss and decreased ability to hear high-pitched sounds can be addressed by installing sound-absorbing material (to neutralize sound) and minimizing air-conditioning noise.

Offer incentives to encourage people to take part in fitness classes and quit-smoking campaigns. Older workers are more vulnerable to the possibility of sudden-onset and lasting health problems, especially if they are unfit and overweight.

The previous tradition of older supervisors and younger workers has changed especially where workers are opting to stay on the job longer. It is important that younger supervisors be aware of different generational values and attitudes and avoid adopting a “child to parent” attitude towards an older worker.

At the same time, treat older workers with the same requirements for performance and safety issues. Whether older or younger, each individual is different. In Mark’s case, his facility eventually adopted a barcode system which helped staff at all levels of the organization to receive, shelve, locate and pull product more efficiently.

Businesses can improve their employee practices by having supervisors attend workshops on aging and the workforce. Talk to other employers who have successful experiences with hiring older employees, and encourage employee feedback on aging issues by surveying your employees and listening to their concerns and suggestions. Hiring and retaining older workers can help your business grow. CS

Ruth W. Crocker, Ph.D is an author, writing consultant and expert on recovery from trauma and personal tragedy. Her book, Those Who Remain: Remembrance and Reunion After War describes her experience following her husband’s death in Vietnam and how she found resources for healing. An excerpt was nominated for a Pushcart Prize in 2014.

She is Writer-In-Residence at Riverlight Wellness Center in Stonington, Conn. where she teaches the art of writing memoir and personal stories. She is available for workshops, readings and public speaking. Contact her at www.ruthwcrocker.com.

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