DOWN UNDER Rhonda Latreille
Y
ay, Boomers! By virtue of our sheer numbers and nature, we have re-defined and led change at every stage of our development. Today, we boomers are changing the way we approach our work life, demanding a new paradigm to address the new reality: Boomers represent 27 percent of the population in Canada and almost half the workforce. Savvy businesses understand those numbers and want to learn how to take advantage of the opportunities. Thought-leader Geoff Pearman is showing us how. He has worked with over 80 companies in Australia and New Zealand, from large corporations to owners-operators.
• Economic challenges that compel us to work longer His response was to establish “Partners in Change.” We can learn much from this Down Under pioneer.
After reviewing the research, analyses, and commentaries, Geoff recognized there was no practical solution in place to prepare for the following perfect storm of events. From Diversity to Strategy: Inclusion to Engagement
• Increasing health, vitality, and longevity
Geoff’s approach goes well beyond the typical diversity-awareness training and hiring systems. Careful analysis must be applied to understand the emerging needs, issues, incentives, business risks, and opportunities of an aging workplace. Disciplined strategic processes, a commitment to cultural change, and creative solutions are also required.
• Boomers’ obsessive attachment to independence and personal achievement
They must all be grounded in good business practice and bottom-line results.
After reviewing the research, analyses, and commentaries, Geoff recognized there was no practical solution in place to prepare for the following perfect storm of events. • Aging demographics
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TABLE OF CONTENTS
The Society of Notaries Public of British Columbia
Photo credit: Gordon Roberts
On Top of Age-Friendly Workplaces: Change Down Under Geoff offers a 3-stage approach. Stage 1 This stage includes the awareness and understanding of the shifting reality. Geoff shares that many top-level executives could not tell you the average or median age of their own workforce, let alone the number of employees age 55 and over. It can be a sobering realization to discover that many of the key personnel responsible for critical and longer-term projects are on the cusp of leaving the organization to retire. Stage 1 confronts the stereotypes, beliefs, and biases about aging that must be addressed before the organization can embrace change. He assists an employer to review company policies and practices regarding age-friendliness and stresses the importance of finding out what maturing employees want. The answers may surprise you!
Stage 2 Now that the organization has a clearer picture of its situation, it is ready to identify the risks and opportunities and to use that analysis to inform the creation of a customized strategic plan. Here are some common business risks addressed in Geoff’s program. • Skill shortages • Succession Volume 26 Number 2 Summer 2017
