The Aging Workforce (CONT’D FROM PAGE 1 )
to be filled, and then working to create a plan for the en- tire team or production chain. When older workers leave, it can set off a ripple effect as team member’s transition or new members are brought in. Early communication can ensure that the entire team is prepared, thoughts and con- cerns have been addressed, and any training or mentoring has been completed before the retirement takes place. Knowledge Transfer Succession planning and knowledge transfer are not activities reserved for top leadership. Think about the organizational information top trade professionals have about process, the quirks of the machines or lines they work on, and how to work best within and across teams. According to a survey of 1,500 baby boomers by Express Employment Professionals, few employers are asking for their knowledge before they leave. • 57 percent of baby boomers said they had shared less than half of the knowledge needed to perform their job responsibilities with those who will assume them after they retire. • 21 percent said they shared none of their knowledge. • Only 18 percent felt they had shared all of their knowl- edge. So how can organizations collect that valuable knowl- edge before it walks away? Begin by understanding that knowledge transfer is not a one-size-fits-all proposition. Individuals learn and communicate in three basic ways:
fully developed in The Manufacturing Institute’s’ report on Aging in the Manufacturing Workforce and focus on early awareness, having a plan for transferring knowledge at all levels of the organization, retaining older workers when possible, maximizing their productivity and boosting their recruitment efforts. Awareness Awareness is more than just looking around and real- izing the industry’s workforce is growing older. While that certainly is the case, now is not the time to ignore the is- sue or look the other way. Communication is an essential piece of addressing an aging workforce. Creating the right environment for talking about future plans, goals and as- pirations, at any age, is key. Incorporating discussion of the future with all employees can keep organizations from being surprised by a sudden retirement. It is also a great way to discuss employee development, to see if employ- ees are engaged with their work, or if they are looking for a new challenge. Open communication can also allow older workers to communicate if working conditions have become physically stressful and, if so, for the employer to offer other alternatives. Communication should create a culture where all workers, including older workers, feel supported, valued and engaged. Awareness also includes assessing future workforce change in order to understand what positions will need
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26 November 1, 2021
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