Older employees are an opportunity for SMEs

It is therefore no longer worth confronting them with new challenges. At the same time, a balanced age mix of the generations is an important factor in a successful corporate philosophy: the older and middle-aged cohorts have considerable potential in terms of professional and life experience, while the juniors bring up-to-date knowledge, drive, dynamism and innovative strength to the company. A balanced mix of generations is important for the homogeneity and working atmosphere of a work community. It can therefore no longer be a question of promoting early retirement, but of keeping experienced professionals and specialists in the companies - a question of survival for many SMEs, given that the shortage of well-trained specialists is becoming increasingly accentuated.

Biological age not decisive for performance

As the results of comprehensive gerontological research prove, biological age is only one among many influencing factors that shape a person's individual development. Their performance is determined to a far greater extent by the activities, functions and demands they encounter in the course of their lives. The insightful remarks were made by Werner R. Müller, Professor Emeritus of Business Administration, Organization and Human Resource Management at the University of Basel. He adds that competence acquisition proceeds independently of biological decline phenomena in old age. Accordingly, human resources policy should not focus on age deficits, but on the opportunities for human development. It is important to create a work environment that challenges all employees over the duration of their work biography.

Making better use of the potential of the more mature generation

So it is no longer enough to play the "benefactor" and now and then give a senior a chance to make a useful mark. Rather, it is important to realize what advantages can arise for companies if they make better use of the potential of the more mature generation than has been the case to date. This means a rethink at those executive levels where age is primarily seen as a deficit rather than an opportunity. Yet there are a number of qualifications that are specific to the older generation, without denying the skills to younger employees:

• Sound life and professional experience
• Expert knowledge: acquired through many years of professional practice
• Balanced judgment
• High reliability, great sense of duty and responsibility
• Strong problem solving skills
• Security/stability through predictability of professional career
• Loyalty, fidelity, diligence and discipline.

Last but not least, customers are also getting older and attach great importance to a long-term business relationship, preferably a reference person of a similar age group.

Self-responsibility of the older cohorts

In the course of constant change, so-called employability, i.e. the labor market fitness of each and every employee, is gaining in importance. This means that even experienced seniors must be prepared to learn new things and actively tackle today's sometimes rapid changes. Terms such as intellectual and geographical mobility, lifelong learning and self-development are not foreign words for them either, but are part of their own labor market fitness. Managing directors and HR managers are predestined to act as "employability coaches" by ensuring that both the technical and the social skills of all age groups are promoted.

From philosophy to strategy

The corporate philosophy is one thing, the personal responsibility of the individual employees is another. The task now is to develop a strategy from this, which may look something like the following:

• Continuing education for all age groups
• Occupational health management
• Consciously designed generation policy in personnel planning and recruitment
• Knowledge transfer between older and younger employees
• Care of the aging clientele by personnel of the same generation

These are just a few points. More important than fixing them in a glossy paper is anchoring them in the minds of company management and translating them into a progressive HR policy. If it is to have a sustainable character, the following checklist can be helpful.

Checklist for a generation-appropriate personnel policy

• First: Conduct an analysis of the age structure: When are retirements due?
• Match future personnel requirements with existing resources
• Equal opportunities for young and old: The decisive factor for filling a position is the job profile, not age.
• Unless absolutely mandatory: No age limits in advertisements
• Establishment of a generation mix: Young people as current knowledge carriers, older people as guarantors of expert know-how
• In principle, no early retirements
• Offer flexible working time and retirement models
• Instead of luxurious retirement preparation seminars and the like: Investment in targeted further training for older employees
• Adapting work design to higher life expectancy. From the 50plus to the 60plus model: arc careers, tandems, mentoring and others

By the way: Rome was not built in a day either: It is therefore possible to implement the listed points step by step according to the modular principle - in line with the inner readiness and organizational requirements in your company.

Conclusion: Work between the generations must be given a new emphasis and a new quality.