Are Older Workers Being Utilized to Their Full Potential?

Let me give the short answer. No. No, they are not being used to their full potential. I suppose if I were smart enough, I would end my article right about there. But I have more venting on behalf of my constituents to let out. So, here goes... I guess rewriting this one over the past few weeks makes it a bit ripe and ready to go.

As the global workforce evolves, the appreciation and effective utilization of older workers have become pivotal topics - and for very good reason. The question looms: Are the vast experiences and wisdom of seasoned employees being fully valued in the modern workplace? Are we even given an equal chance at attaining success? Are we permitted to change course and create a second professional goal without having to start our own company? Answers: No. Not usually. That would be a rarity.

Older workers value a supportive, open organizational culture, where they can contribute and have their expertise recognized. The savvy and accumulated wisdom of these employees can be harnessed for mentorship and providing insights into complex business challenges. They value inclusion, which is usually stated on Corporate Value charts, but rarely achieved. Not never, just rarely.

And let me take a moment to point this out on MLK Day, 2024. I write on behalf of all older workers, but I cannot say I have walked a mile in the shoes of an African American older worker, or a Woman older worker, an Asian older worker, a Hispanic older worker, or the countless others with different challenges, either due to their heritage, beliefs, sexual orientation, gender identification, race, etc. I am an old white guy with Type 1 diabetes for the past 46 years. I am technically blind in one eye (but somehow pass the driver's test every four years), and I am admittedly far from perfect. Very far. I cannot change who or what I am, so I do not apologize, but I do recognize and acknowledge those facts. Additionally, I believe discriminatory practices most definitely get more intense with each variable you add - though it is not supposed to be that way. And yes, it can sometimes be a systemic passive action, but that does not excuse the action. And sometimes, it is pretty darned blatant.

Let me say this, I respect that I have not experienced the teeth of discrimination until I have come of age. And I find that term apropos. I always sympathized with the fight against discrimination, but I can now finally empathize - if only a relatively smaller amount and in a specific realm of genre, as I have gotten older. Again, I write this for all of us who are getting older. I believe that is 100% inclusive by definition and the reality of life. So, that being said... back to my rant.

Despite numerous advantages associated with older workers, such as their wealth of skills, adaptability, and experience, the issue of underutilization remains prevalent. A study conducted by Pew Research Center highlighted the increasing number of older workers, with many earning higher wages, being shown the back door or given diminished roles leading to smaller wages and soon that unwanted exit. Maybe you get a severance, maybe you don't. Severance checks are usually in place to squash the chances of lawsuits being brought, but not enough to do more than subsist for a few months on a year-long journey searching for your next career opportunity. I do not believe a forced severance agreement salvages corporate culture. It undermines it with a smile. I think there is a term for that...

Despite the apparent value of older workers, a study discovered a chasm between the perceptions of experienced workers and employers. The former tend to value their years of service and knowledge, while employers may fail to appreciate the depth of this experience. This potentially translates into scenarios where older workers feel underutilized, underappreciated, and at times, left out from decision-making processes. As these scenarios unfold, older workers may experience feelings of unfulfillment, leading to potential psychological effects such as low self-esteem, frustration, and a sense of being undervalued or marginalized. Their expertise accumulates over decades, and yet, they may encounter difficulties in holding or finding employment that matches or appreciates their skill set, or at all.

The psychological ramifications are real. Personally, I have felt the doubts and haunting fears at times but have been fortunate enough to battle through them with a modicum of success... but the battle remains at my doorstep. We all have those voices that arise unwelcomed and only heard within our solitary mind.

I know of at least two senior executives in the past year who have taken their own lives whilst in the middle of a career challenge. For the record, I am not considering that as an out - not by a long shot. I had a daughter battle through Cystic Fibrosis and a double-lung transplant, to fight for every extra minute of her life. We were by her bedside when she struggled to take her last breath. While I look forward to the day I can be beside her again, I am not going to rush it. As a tribute to her struggle, I devote every waking moment to living in her place and upholding her honor. I would have willingly taken her place on that day.

However, I recognize and I respect, that every situation is different. I cannot judge the depth of pain associated with each case of an older worker's life plans being shattered. It is not my place, and it is all about perspective. It doesn’t mean that suffering can be avoided during this battle, nor do you need to surrender. It is usually a slog. Unfortunately, during that struggle for many, all options are on the table. They desperately need help, but are usually those who battle in silence. Check on friends and ex-colleagues regularly. A friendly voice of encouragement can work wonders.

From a corporate perspective, the discouraging practice of older workers being rejected for positions despite being "overqualified" is a growing concern. I am not even sure what this really means. Would you rather hire someone who is underqualified and undertested? This scenario of putting the older worker into a corner with an invisible dunce cap often poses an issue of so-called passive and invisible discrimination. This further impacts the psychological state of aging workers who have struggled to secure suitable employment while providing culpable corporate - and personal, deniability. As John Mellencamp said, "Hey, calling it your job ol' hoss, sure don't make it right..."

The long-term professional success and capabilities of these individuals are often undervalued, adding a further layer of emotional distress to their plight. And may I ask what the hell is so passive about being eliminated from consideration by being over-qualified? How worthless can you make the hard work of decades, not years mind you, but decades of achievement feel? I believe this ageism is becoming aggressive in nature with each time they are successful in exercising their privilege. They tighten the screws a little more and lower the bar. This emotional distress must end.?

So, how do we combat this? In response to these challenges, both organizations and older workers themselves must take proactive measures to address ageism and underutilization. Some companies have successfully recognized the value of creating a supportive and inclusive environment to harness the knowledge and experience of older workers, thereby ensuring that their full potential is cultivated and even celebrated.

How can any company truly achieve kaizen without embracing the failures and successes of the previous generations? How can you continuously improve without embracing the knowledge transfer of those who have come before you?

From this, the companies can create programs to make the best use of the knowledge capital these workers bring and encourage them to coach, mentor, or at least collaborate with younger team members. The problems and solutions are all individual, and yet ubiquitous.

Topically, I am currently evaluating Individual Contributor roles - by choice. After leading teams of various sizes throughout my career, and having spells of great success as a member of a team, I want to experience that latter one more time. I enjoy the sport of sales and "carrying a bag." That being said, I will still coach and mentor colleagues when appropriate and when welcomed, and I will probably move back into a leadership role after 2-3 years. I hope to impact ageism from the inside during my remaining 8 - 10 years, while leading, coaching, and mentoring my teams before I retire - and maybe as a consultant after that date.?

In addition to putting up a good frontal fight, those of us who are members of "The Silver Line" can also flank the situation. Older workers can combat feelings of undervaluation by seeking opportunities for lifelong learning, seeking counseling, embracing technological advancements, and engaging in mentorship roles. Moreover, fostering conversations about age discrimination and promoting intergenerational teamwork can significantly contribute to reshaping the landscape for older workers.

The underappreciation and underutilization of older workers present an urgent call to action for organizations to re-evaluate their approach to talent management. They are losing intellectual capital regularly. By embracing diversity of age and experience, organizations can create an environment that empowers workers of all generations, fostering a harmonious and thriving workplace and a smoother transition of knowledge transfer from one generation to the next. We all want to leave a legacy, even if we can't precisely define what that legacy is.

While the journey towards combating ageism and underutilization continues, the intrinsic value of older workers remains undeniable. Through proactive measures and a collective effort to foster inclusivity and appreciation, the potential of older workers can be unleashed, benefitting both individuals and organizations alike.

"Will you still need me, will you still feed me,

When I'm sixty-four?" (and beyond...) -The Beatles

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