The Aging Workforce (CONT’D FROM PAGE 26)
BCN
says,
• Visual learners -- reading, charts, graphs, and process mapping • Auditory learners -- someone explains how to do some- thing, questions are asked and answered • Tactile or kinesthetic learners -- they must physically do it with their hands to learn it best These different styles also play into how individuals relay knowledge to another person. That is why having someone write down what they know is seldom the most effective way of capturing tribal knowledge. Mentoring, with access to a blend of communication and hands-on opportunity, is often the most effective. However, mentor- ing without objectives, check points or accountability, can be a waste of time, so make sure there is an actual struc- ture to any mentoring program. Knowledge transfer also includes asking the right ques- tions. Here is an excellent starting list taken from a recently published article from Forbes : • What potential problems might arise in your area? • What steps are involved in your processes? • How do you troubleshoot or look for issues? • Where do you find information or inputs? • Who else is involved in the process? • Who do I contact? • How does what I’m doing affect the rest of the larger process? • How long should each part of the job take? • How do I check outputs or handoffs? • What other questions should we be asking? Retain And Maximize Organizations should consider what their workforce projection for the next five years would look like if they could encourage 50 percent of their retirement-age em- ployees to remain onboard. Engaging workers to keep them longer takes some creativity and flexibility, however. Organizations can review their benefits, policies and prac- tices to encourage older workers to stay longer or stay in part-time or in consultant roles. Review policies to see if they encourage or discourage employees from staying longer, and consider job sharing or phased retirement plans. When assessing future workforce needs, though, make sure to consider options such as upskilling, cross training or using adaptive equipment. Employees who have a wealth of knowledge might be considered for roles in mentoring, training or apprenticeship program support as well. Flexibility and looking at creative ways to keep institutional knowledge accessible to be passed down is key to keeping disruptions and frustrations to a minimum. Recruitment Many companies are re-envisioning recruitment. Those organizations who think they are doing everything they can to recruitment employees may want to take a hard second look in order to remain competitive. It is not just making sure social media posts take place, recruitment
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CONTINUED ON PAGE 30
28 November 1, 2021
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