By: Evelina Silveira, President Diversity at Work in London Inc.

I hadn’t seen Jeff for over 30 years, since we had worked together as teenagers but somehow we recognized one another as he left the employment centre. Stopping to say hello, he recounted how he was recently laid off as a sales rep from a food manufacturer and was coming from a support group for mature workers. I hesitated for a moment and replied with: “ I can’t believe it Jeff, we are mature workers!”.   “Wow, that makes me feel old and I really don’t understand why we would need a special group!” We both agreed that at our age we were really at our prime, having gained so much knowledge and skills. Why would these assets present such a dilemma for employers?

I guess it has to do with how we perceive mature workers. Are all of those stereotypes really true? Cranky, bitter, burnt-out technology dinosaurs. This seems to be the basis for the majority of complaints. Are they really warranted? While working on an assignment with a call centre, I had a chance to test this out. I noticed first-hand why my client was unable to retain their mature workers. The rapid pace of the computer-training was too stressful and they quickly became disengaged, alienated and embarrassed by the younger trainees. I could see how it would have been beneficial to take more time in the training and “nesting phase” (time before you go live ).

Spending more time on the front end would have actually saved on training costs and protect their reputation as an employer. Having a separate training strategy for mature workers would yield better results : creating higher retention and loyalty. Consistently, I saw mature workers quit  before they were put on the chopping block.

With three generations now working together for the first time, we must find ways to integrate them all for the survival of our organizations. It is estimated that approximately 41% of the working population is between the ages of 45 and 64 (up from 29% in 1991), and this percentage will continue to increase over the coming years.   This is an astounding number we cannot ignore. It requires a new shift in workplace and societal attitudes challenging our perceptions regarding aging.

Given how common is ageism,  mature workers must also do their part to stay relevant and informed about the trends in the changing workplace:

Refrain from being overly judgemental about the younger generation’s work habits and expectations. Taking this approach will automatically distance you from them and this will only make you appear older and resistant to change.

Look for opportunities where you can work with younger employees. Many younger workers often lament a lack of mentors in the workplace. Keeping an open-mind may make you someone they can turn to for advice. Conversely, they may be able to help you acquire or understand some of the latest trends that can be beneficial to your work –including technology and social media.

Familiarize yourself with your rights and obligations as a mature worker. Recognize that in some types of jobs which require physical work you may notice a drop in your ability to perform. You may be asked to perform other work.

Avoid getting pre-screened out of a job interview. Only include the last 10-15 years of your work experience and leave out the dates of your education except for recent courses. If you have 30 years of work experience listed on your resume, the screener can easily do the math!

Be open to learning and taking any required professional development. It demonstrates engagement and your interest in staying with your job and being productive. Be honest about the kind of training you need and what approach works best for you. Many mature workers often benefit more from one-to-one or small group training over larger groups especially when it comes to learning technical skills.

Avoid the temptation to parent your co-workers. As you get older there is an increasing possibility that your supervisor will be younger than you. Taking this approach will only work against you as it undermines their talents as a boss.

Stay in touch with the language trends. If you don’t know what something means ask. Remember the language you use speaks volumes about your ability to adapt. Talking about the “good old days” creates exclusion.

Challenge your own biases about ageing and ageism.   Do you carry biases of your own that may prevent you from being your best at any age? Do you let biases about younger workers get in the way of promoting and hiring them?  Age is increasingly referred to “as just a number” and you can be the inspiration to others who decide to remain in the workplace longer.