Managing Ageing Employees

In industrialized civilizations, the population of senior employees is growing. Some people continue to work past the retirement age for financial reasons, to mingle with their coworkers, or to continue to apply their knowledge and abilities. The matter is significant because, as a result of the 2010 Equality Act, the law is increasingly protecting the elderly. As a result, firms must treat all employees fairly, regardless of their age. The implication is that firms should not develop practices or policies that apply to staff members but disadvantage senior personnel. The following essay reviews three articles that relate to the current study that concerns measures, strategies or plans organizations can undertake to manage their aging workforce effectively. Overall, the articles posit that corporations and the governments have a role to play in maintaining the aged workers. Consequently, they need to retain qualified workers notwithstanding their ages; organizations do this by planning for the old workers through creating strategies for preserving, managing, and recruiting such workers.

Cottam (2015) article from The Huffington Post

The article sought to describe why the management of the aged is essential as a measure to address the skills gap. According to Cottam, the management of the aged would entail organizations enlisting the aged workers to job contracts that allow greater flexibility, work variety, and minimal (2015). The plan can engage the workers who are almost retiring or those who have dedicated to working beyond the age of retirement. The article has also provided new information about what the government can do to assist in the management of the aged employees. The article quotes Dr. Ros Altman who recently launched a champion's scheme for the aged employees. The launched career guidance plan is expected to offer hands-on information on the way people over fifty years can re-join the labor force.

The conclusion of the article was valid, and it reinforced the issues of managing the aged workers. In its conclusion, Cottam (2015) maintained that organizations should focus on ensuring that they establish a conducive option for the aged workers as well as their retention. From what I have learned, organizations can achieve this by providing training, flexible work practices and guaranteeing that the culture of the business is sufficiently inclusive to retain all individuals of all ages.

Hershfield and North's (2014) article from the HBR

Makes a call to augment the older workers' utility by acknowledging experience, providing opportunities for training, and providing flexible options in work and retirement. The article has provided advice that is similar to Cottam (2015)'s study. However, the HBR writers have mainly focused on "retiring retirement" and adapting the aged workforce. The article has provided guidelines for accommodating the aged workers including flexible half-retirement. Companies need to be more proactive in modifying the exit schemes of employees.

For instance, an organization like Scripps Healthcare has integrated a phased-retirement plan in which retired person work on part-time basis while drawing a part of their pension finances, so they continue earning a full salary and benefits in an efficient manner. Another measure is prioritizing the skills of the aged workers in recruitment and promotions. Furthermore, organizations should create new posts or adapt the old ones (Hershfield & North, 2014). For example, firms can match the retired managers with provisional consultancy roles. Finally, organizations could also change the workplace ergonomics. For example, companies can institute a wellness program established to protract the older employees' working life.

I am in agreement with the two HBR contributors. After reading their article, I have learned what executives can do to integrate the aged population into the workplace. Significantly, the paper has only provided information that relates to the current study by offering a valid conclusion that summed what companies can do to make changes to the organization. These include improving the old worker's productivity, retention, and organizational culture.

Aw, T., (2016) article

Argument is that most aged people prefer to continue working as they consider it as an approach to continue serving the society and are reluctant to burden their families. The paper seeks to highlight the challenges the aged workers face in Singapore despite its status as a progressed cosmopolitan state. In the country, the number of aged employees has increased exponentially. Whereas the articles by Cottam (2015) and Hershfield and North (2014) recommended what organizations can do to manage the aged population, the current article outlines what the government can do to facilitate the management of the aged workers.

In a bid to counter the rising trend of Singapore aged workers, the government has unveiled different measures to implement in the coming few years. The least retirement age is 62, with an option of continuing work until 65 years (Aw, 2016). The government will increase the threshold to 67 years by 2017. The government has also pledged money for healthcare and other benefits. The article has included an account of what it feels for the aged Singapore aged workers (Aw, 2016). After reading the article, I appreciate the fact that governments and organizations have an obligation of ensuring that the workplace environment is sustainable for the aged workers. The conclusions of the article are valid, and it provides the importance of respecting the old workers at the workplace.

The information from the article will assist me to know how to work collaboratively across different generations including the younger and older generation. By understanding the management of aged workers, I will be more aware of the issues, which affect the aged in a bid to ensure harmonious working production.

To sum up

Organizations can manage their aged populations by ensuring that they establish a favorable alternative for the aged workers and facilitating their retention. As demonstrated by the articles, organizations can improve the older workers' use by providing opportunities for training, and more flexible options in their work and retirement. Significantly, companies should modify the exit schemes of employees and motivate them on a continuous basis.



Aw, T., (2016). Aging, but still working, in Singapore. The New York Times. Retrieved 13 April 2017, from

Cottam, H. (2015). The ageing workforce. The Huffington Post. Retrieved 13 April 2017, from

Hershfield, H., & North, M. (2014). Four ways to adapt to an aging workforce. Harvard Business Review. Retrieved 13 April 2017, from

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