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AGING WORKFORCE THE PRACTICE TEAM

AGING WORKFORCE THE PRACTICE TEAM. Presented by Linda Mallard, Practice Manager Maine Medical Partners Westbrook Internal Medicine & Pediatrics and Vance Brown, MD, Chief Medical Officer MaineHealth. Older Workers: Are there more older people in the workplace?.

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AGING WORKFORCE THE PRACTICE TEAM

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  1. AGING WORKFORCETHE PRACTICE TEAM Presented by Linda Mallard, Practice Manager Maine Medical Partners Westbrook Internal Medicine & Pediatrics and Vance Brown, MD, Chief Medical Officer MaineHealth

  2. Older Workers: Are there more older people in the workplace? Source: Current Population Survey (CPS)

  3. Is this graying of the workforce expected to continue? Source: Employment Projections

  4. Does this increase just reflect the aging of the baby-boom population? Source: Current Population Survey (CPS)

  5. How does inflation affect older workers? Source: Consumer Price Index (CPI)

  6. How have retirement benefits changed? Source: National Compensation Survey - Benefits

  7. The Meaning of Work – Four Categories of Older Workers Sustainers (36%): Work to live. Providers (25%): Work provides income to help them provide for others such as children or aging parents. Connector (16%): Work because they are connected to their workplace socially or via benefit structure. Contributors (22%): Live to work. Making a contribution to society is key for them.

  8. What About Educational Levels of Older Workers? Source: Current Population Survey (CPS)

  9. Are older workers choosing part-time or full-time employment? Source: Current Population Survey (CPS)

  10. Myths About Older Workers • Older workers don’t fit into an energetic and fast-paced workplace. Reality: • Older workers more motivated to exceed expectations than their counterparts • Older workers truly take additional time to learn new skills, but have high retention

  11. Myths About Older Workers – Con’t 2. Older workers are willing to share job knowledge and skills and block younger workers from advancing Reality: • Older workers can be effective mentors • Organizational flattening responsible for many of these feelings

  12. Myths About Older Workers – Con’t 3. Older workers cost more than younger workers Reality: • Wages are higher but productivity greater and absences less (1-10% higher comp/benefits) • Health benefit expense often less given 1-2 person coverage vs. family • Retirement plans not more expensive given defined contribution vs. defined benefit Source: Bob Shaladany AARP.org

  13. Likelihood of Looking for Another Job Within the Next year: Younger vs. Older Employees Source: Galinsky, E. The Changing Landscape of Work Generations (31) 1 p. 16-22

  14. GAP Analysis Human Resource Managers Ratings for Employee Qualities in Older Workers Source: AARP American Business & Older Employees http://assets.aarp.org/rgcenter

  15. Why Older Workers? Availability • Workforce is aging in parallel with the population • Older workers are in better health • Most jobs are not as physically demanding • Many older workers not in a good position to retire Organizational Contributions • Need to retain/hire top talent • Experience counts • Shrinking labor pool of younger workers • I am being cared for by “people like me”

  16. MAINE MEDICAL PARTNERSEMPLOYEES OVER 65 LONGEVITY:5 > 10+ Years 5 > 5 Years 1 < 1 Year POSITIONS:9 Clerical 2 Clinical RN & MA HOURS/WEEK2 Work 40 hours 2 Work 24-32 hours 6 Work 20 hours or less

  17. OPPORTUNITIES Strong work ethic Loyal to company Willing to work flexible hours. Valuable experience Add diversity of thought/approach Source: Adapted from 2003 SHRM Older Worker Survey. CHALLENGES Blending cultures Value of change needs to be proven Less technologically savvy Priorities differ Learning curve may be longer Expect respect & acknowledgement AGING WORK FORCE & THE PRACTICE TEAM

  18. Veterans Born before 1945 Respectful of organizational hierarchy Like structure Accept authority figure Give maximum effort Leadership Style Create positive working relationships Show respect for their experiences Gain their confidence by demonstrating compassion and understanding GENERATION TRAITSEffective LEADERSHIP STYLES

  19. Baby Boomers Born 1945 ~ 1964 Give maximum effort Accept authority figures Results driven Stay with organization long term. Retain what they learn Leadership Style Prefer collegial leaders Show appreciation for achievements Challenge them to be part of a TEAM to solve problems. Support work/life balance GENERATION TRAITSEffective LEADERSHIP STYLES

  20. Generation X Born 1965 ~ 1980 Technological savvy Like informality Learn quickly Seek work/life balance Embrace diversity Leadership Style Tell them the truth Clearly identify boundaries Honor work/life balance Offer learning opportunities GENERATION TRAITSEffective LEADERSHIP STYLES

  21. Generation Y Born after 1980 Technologically savvy Like informality Embrace diversity Learn quickly Need supervision Leadership Style Take time to orient with respect to the organizational culture Provide structure and strong leadership Be clear about expectations and goals GENERATION TRAITSEffective LEADERSHIP STYLES

  22. Fighting Ageism in the Workplace • Recognition Programs • Diversity Training • Should we be training employees to avoid ageism in the same fashion as we try to avoid sexism and racism? • Knowledge Retention Approaches • Hire own retired employees as consultants • Modify policies to allow staged retirement • Conduct Intergenerational Training, Communication, Team Building Source: Dennis H., Thomas K. Ageism in the Workplace Generations (31) 1 p. 84-89

  23. Incentives Offered by Employers to Help Retain Workers 50+ Source: Valuing Experience: How to Motivate and Retain Mature Workers, based on a 2002 survey of 150 senior human resource executives, The Conference Board, 2003.

  24. What can we do to Get Ready? • Understand the demographic of the workforce • Actively recruit older workers • Develop training programs • Mentorship pairs • Physical accommodations • Change benefit policies • Encourage modular/part-time work • Become known as an excellent place to work for older workers • Understanding what work means for the older individual (sustainer, provider, connector, contributor) • Develop new “experience sensitive” positions

  25. Bibliography Collison, J. (2003, June). Older Worker Survey. Alexandria, VA: Society for Human Resource Management. Lockwood, Nancy R (2003, December). The Aging Workforce. The Reality of the Impact of Older Workers and Eldercare in the Workplace. Alexandria, VA: Society for Human Resource Management. Lockwood, Nancy R. (2004, December). Leadership Styles: Generational Differences. Alexandria, VA. Society for Human Resource Management.

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