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A new report from a business research organization suggests that managers may need to adopt new approaches to older workers, but also indicates that a number of management and training tools can optimize the contributions and satisfaction of these employees.

"When companies face baby boomer retirements, they should step back and reevaluate their staffing strategy, both at the aggregate level and on a case-by-case basis, rather than automatically refilling positions," wrote Mary Young, a senior researcher at the Conference Board, who looked at 10 private-sector companies. "By integrating strategic workforce planning with long-term business planning, a company can differentiate potential threats from opportunities."

John Palguta, vice president for policy at the Partnership for Public Service, said many of the report's insights could be valuable for federal agencies, particularly the emphasis on recruiting mature employees and making sure they have opportunities to train, try new fields, and put other work experience to good use.

"You have to look at intake across the board, including at the senior level," Palguta said. "Traditionally, 95 percent of senior executive positions are filled internally, and I think that's going to change. I think you're going to see a larger percentage of folks coming from outside, and I think that's healthy."

One of the main challenges the report found was simply finding the right approach to managing older workers.

"Everyone knows the frustrating scenario of the older employee who has opted to 'retire on the job' until he or she qualifies for official retirement," the authors noted. "Managers...may interpret performance issues differently based on the subordinate's age. A younger worker may be seen as disengaged, a condition that might be remedied by coaching or a new assignment. Yet an older employee who exhibits the same shortcomings may be seen as 'retired in place,' a label that suggests a permanent condition rather than something that can be fixed."

The authors argue that managers need to understand that employees can make valuable contributions regardless of their age, and that those contributions can change even after an employee reaches a certain age or level of seniority. They cited the example of Bon Secours Richmond Health System, a nursing services provider that specifically recruits and trains mature workers who want to change careers.

But, the authors caution, "that sort of bred-in-the-bone belief that people over age 65 can still contribute isn't something that other companies can simply copy, like some award-winning best practice or tool-box template."

The report said such attitude adjustments are particularly important in encouraging knowledge management.

"If employers want older employees to serve as stewards," the authors wrote, "fostering the development of younger employees and freely sharing knowledge and experience, they need consistently to demonstrate respect."

There are some tools that other companies and government agencies can adapt to their use. Deere & Co., which produces John Deere tractors, created a job bank and learning management system to allow to search job opportunities, see how well-prepared they are to apply for openings, and link directly to training and development resources. The company found that the suite of tools raised employees' satisfaction with job opportunities by 17 percent to 79 percent, and increased the belief that promotions were linked to job performance by 26 percent, to 89 percent.

Palguta said such a tool would be valuable for federal agencies as they bring in new talent from outside and seek to keep their own employees prepared for future challenges.

"It's a challenge that the public sector needs to address, and hopefully, eventually, they need to succeed at integrating training and recruiting," he said. "If you're looking outside of government for mid-career talent, that needs to come with a very robust training and development program so you're making sure that to the extent possible, you're taking care of the developmental needs of your current employees."

Palguta said that the Partnership's Best Places to Work survey had consistently found that training and development opportunities were critical elements of job satisfaction.

"Not only do you have challenging work, good leadership, but you have a good match between your skills and the mission, and you have the opportunity to continue to update and expand those skills," he said.

COMMENTS

• Don't blame those of us who have chosen to make the federal government our career. If supervisors and managers did their jobs properly, and motivated and rewarded their subordinates, their employees would not "retire in place". That only happens when employees are so abused, mistreated down and marginalized that they just don't care anymore. No matter how idealistic and motivated you are, you will eventually be beaten down by the bureaucracy and it's (mostly) poor managers, who obtained their jobs not on merit, but on who they know. 28 Year Fed Posted January 17, 2008 2:37 PM
• A large number of the retired in place people I’ve seen in 25 years with the Air Force were directly caused by the multitude of horrible managers. How can you blame someone for going the ‘retire on the job’ route when the brown nosing political good ole boy or quota promote suck ups get all the advantages without accomplishing anything including their own basic jobs. Why should anyone bust their ass so that the worthless boss can take the credit towards another promotion or give the credit to one of their buddies? The Air Force lies cheats and treats employees like crap. I couldn’t count the number of times that I was actually punished after solving a problem, correctly accomplishing a job or doing extra work that the brown noser failed at. How do you repeatedly punish someone for accomplishing what the brown nosers etc. couldn’t get done, then expect them to keep doing extra. If the Air Force didn’t treat people like crap the number of problem employees would be insignificant. just let me do my job Posted January 9, 2008 3:20 PM
• I would like to see an employment program established specifically for retired federal employees. A program that seeks to offer them continued employment in the government without forfeiting their annuity. If a person completes a 30 year career in the federal government( no small feat today ) they should have some rights for continued employment that can't be denied or disregarded by management. I have read repeated articles about lazy or non performing federal employees looking for a free ride. They are the exceptions! Retirees need rules that protect them from discrimination in the hiring process. Senior level decision makers are in a different social and economic class than your average retiree and for the most part the hiring rules that they make and enforce afford them the opportunity to not hire retired federal workers. This same group keeps telling us that contracting out federal jobs saves money.( Oh yeah! I have a bridge to sell!!) This just fills their buddies wallets and coupled with NPS is ruining civil service. In DOD the military is the exception. This group is allowed to keep their pension and draw a full salary. What a deal! I am mad as h@#@! Don't get me wrong they deserve a break. Although you will never get me to to agree that a retiring 0-6 should be able to retire one day and start the next at the GS-15 level with full pay. When federal retirees must forfeit dollar for dollar of their annuity if reemployed. The rules for rehiring federal employees are a disgrace to the men and women who spent their lives working for their country. I am praying that the reemployment rules are changed and that retirees are encouraged to return to work. For the most part the federal government was and for many continue to be their employer of choice. I will never work for a government contractor or corporation. Bless the Federal Civil Service Happy Holidays to All Mel Merritt Posted December 30, 2007 10:13 PM