Job Design, Life long learning, Flexibility and individual customisation- Working arrangements for the older worker- what should you consider and where to start!
Do you believe that your organisation could accommodate the needs of workers who request workplace arrangement changes better?. With the older worker in mind- In a less than 5 second response what is the dominant culture from most managers and directors in your organisation about flexible work requests and flexibility of the workplace?
Given the scale of workforce population change and industry and occupation agedness, many organisation are confronted with the need to review and invigorate current working arrangements.
The values and drivers of the market is changing and as an employer this maybe a frustrating experience, but then again, being in the market always predisposes you to change and variance in strategy and development. The same applies for your workforce pipeline and retention.
Quality roles, career mobility, learning opportunities, flexible work arrangement and “give back” are significant factors in the retention of older workers and the reasons to support an extended career. It is a mix of the tangibles and intangibles. What is valuable to the younger work is likely to be entirely different to the older worker.
What is the level of organisational preparedness, what is their capacity both operationally and administratively to implement new workplace and job conditions. WHat is the cultural preparedness? This is an important analysis factor that if left unchecked will derail some of the best job redesign implementation plans.
The dilemma is and will always be how do you convince others and take them on this journey of job and occupational redesign, for the good of business outcomes and strategy?
At the macro and micro business strategy level- problem identification is critical before matching it to the job design solution.
Robust and successfully implemented flexible work policy, leadership capability and life long learning programs that meet organisational and individual goals are essential to workplace age management.
