The skills that made us employable a decade ago may not guarantee success today. To bridge this gap and ensure career longevity, upskilling and reskilling have become essential strategies for both individuals and their organisations.

We’ve heard it before, but it’s true. The relentless pace of technological advancements is transforming the way we work. Automation is streamlining tasks previously performed by humans, while new technologies like AI and machine learning are creating entirely new job roles. Case in point: writers today are being hired to make AI content more human! While next-gen technology can open us up to new career possibilities, it also means we need the skills to navigate and thrive in this evolving landscape.

So, Where Do We Start? 

The first step towards successful upskilling or reskilling is acknowledging the skills currently in demand within your industry. It can be beneficial to look at job postings, attend industry conferences, and network with professionals who can provide valuable insights into the skills employers are looking for. Additionally, self-reflection plays a crucial role. Consider your strengths, weaknesses, and areas of interest. Are there specific skills you’d like to refine, or entirely new areas you’d like to explore? By identifying skill gaps and aligning them with our career aspirations, we’ll be more likely to stay engaged in the learning process.

The Power of Lifelong Learning

Lifelong learning extends far beyond formal education. While getting a degree or certification can be a valuable investment, there are now so many ways to engage in continuous learning. Online courses, workshops, industry publications, and even podcasts can provide valuable knowledge and skills. The key is to embrace a growth mindset and actively seek opportunities to expand your skillset.

Effective Strategies For Upskilling and Reskilling

1. Microlearning: Break down complex topics into smaller, more manageable chunks. This approach facilitates knowledge retention and allows for learning on-the-go.
2. Focus on in-demand skills: Prioritise learning skills that are highly sought-after in your industry. Researching industry trends and job postings can help guide your focus.
3. Practice and application: Don’t just learn; apply your newly acquired skills. Look for opportunities to use your newfound knowledge in your current role or volunteer projects.
4. Seek mentorship: Connect with experienced professionals in your field. Mentors can provide guidance, share industry insights, and offer valuable feedback on your progress.

The Role of Employers  

Organisations also play a critical role in fostering a culture of continuous learning. By investing in employee development programs, businesses can equip their workforce with the skills necessary to adapt to change and thrive in a competitive environment. Offering tuition fees, sponsoring industry conferences, and providing access to online learning platforms are just a few ways employers can support their employees’ upskilling and reskilling efforts.

Investing in Your Future

Upskilling and reskilling are not one-time events; they are ongoing processes. By embracing a commitment to lifelong learning, we can bridge the skill gap, enhance our employability, and ensure career longevity. Planning for late career transitions is crucial for a fulfilling and secure future. By actively engaging in upskilling and reskilling, individuals can navigate the ever-changing job market with confidence and continue to find purpose and satisfaction in their work.

Resources

• The Ageing Workforce Ready Project: https://awrproject.com.au/
• National Mental Health Commission: Career Transition Guide Late Career and Retirement

To find out more about how Transitioning Well can help your organisation, check out our Late Career and Retirement resources.

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How Businesses Can Benefit from an Age-Inclusive Workforce

The traditional workforce is undergoing a significant shift. As the global population ages, businesses are increasingly recognising the untapped potential of older workers.

Older workers bring a unique set of skills and perspectives to the workplace. Their experience often translates into a deep understanding of industry trends, customer needs, and problem-solving strategies. This knowledge can be invaluable in guiding new and early career workers and contributing to overall organisational success.   

Moreover, older workers tend to exhibit qualities such as strong work ethic, loyalty, and a focus on quality. Their commitment to their roles can contribute to a positive work environment and foster a sense of stability within an organisation. Studies have shown that companies with a diverse workforce, including age diversity, tend to outperform those without diversity.   

The Benefits of an Age-Diverse Workforce:

• Experience and expertise: Older workers have a wealth of experience and knowledge gained from years in the workforce. They can provide valuable insights and mentorship to younger colleagues.  
  
• Stability and reliability: Experienced workers tend to be more reliable and committed to their jobs. They are less likely to job hop and can provide a sense of stability to the organisation.  
  
• Improved decision-making: Years of experience allow older workers to make well-informed decisions and solve problems effectively.  
  
• Diversity of thought: A multigenerational workforce brings together different perspectives and experiences, leading to more creative and innovative solutions.   

Barriers older workers face 

Harnessing the full potential of an age-diverse workforce requires a concerted effort to combat unconscious bias. Ageism, unfortunately, persists in many workplaces, hindering the recruitment and retention of older workers.

The 2023 Employing and Retaining Older Workers Survey found one in six organisations will not consider hiring people aged 65 and above while only a quarter are open to hiring those aged 65 and above ‘to a large extent’. (Australian HR Institute and the Australian Human Rights Commission, 2023.)

To create a truly inclusive environment, organisations must implement strategies to identify and eliminate age-related bias. This can be achieved through unconscious bias training for all employees, including hiring managers. Additionally, job descriptions should be carefully crafted to avoid age-specific language and focus on the essential qualifications and skills required for the role. Implementing blind hiring practices can also help mitigate age bias in the recruitment process.  

Combating unconscious bias:

• Review recruitment practices: Ensure your recruitment process is free from age bias. Use blind recruitment practices where possible, and focus on skills and experience rather than age.
• Educate hiring managers: Train hiring managers on unconscious bias and how to identify and eliminate it during the hiring process.
• Promote age diversity: Publicly commit to building an age-diverse workforce and showcase the benefits of experienced employees.

Beyond hiring 

Fostering an age-inclusive workplace goes beyond simply hiring older workers. It involves creating a culture where employees of all ages feel valued and respected. Offering flexible work arrangements can be particularly beneficial for older workers who may have family care responsibilities or health considerations.   

Mentorship programs that pair younger and older employees can be instrumental in knowledge transfer and building cross-generational relationships. Additionally, providing opportunities for continuous learning and development can help older workers stay up-to-date with industry trends and maintain their employability.   

Building an age-inclusive workplace

• Offer flexible work arrangements: Provide flexible work options such as part-time schedules, remote work, and compressed workweeks. This can be beneficial for workers of all ages, but especially for older workers who may have caregiving responsibilities or health considerations.
• Invest in training and development: Provide opportunities for all employees to learn new skills and stay up-to-date on industry trends. This can help older workers remain competitive and engaged in the workplace.
• Promote a culture of respect: Create a work environment where all employees feel valued and respected, regardless of age. This includes celebrating the contributions of older workers and fostering collaboration between generations.

By prioritising age diversity and inclusion, organisations can tap into a rich talent pool, enhance innovation, and create a more engaged and productive workforce. It’s essential to recognise that age is a diversity factor, just like gender, race, or ethnicity. By embracing an age-inclusive approach, organisations can create a more inclusive and equitable workplace while reaping the rewards of a talented and experienced workforce.

Resources:

• The Ageing Workforce Ready Project: https://awrproject.com.au/
• National Mental Health Commission: Career Transition Guide Late Career and Retirement
• Australian Human Rights Commission: Older Workers Resource Hub: https://humanrights.gov.au/olderworkers
• Good for business: Age diversity in the workplace and productivity | Promoting an Age-Inclusive Workforce: Living, Learning and Earning Longer | OECD iLibrary

To find out more about how Transitioning Well can help your organisation, check out our Late Career and Retirement resources.

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Why more people are ‘unretiring’ from the workforce

By Nicky Champ

Gone are the days of workers receiving a golden handshake and having a few short years to enjoy life. Retirees today are living longer and changing the shape of this life stage.  

Transition pathways in retirement are becoming increasingly common and predicted to grow given longer life expectancies, insufficient retirement incomes, and older adults’ desire to remain socially engaged.  

The latest labour force figures show that 40 per cent of the nearly half a million people who entered the labour force over the three years to October were over the age of 55.

That means that nationally, almost one in five of all workers, or 19.6 per cent, are now aged over 55, up from just 11.4 per cent two decades ago.

In a society where people want to, and need to, work longer, ‘unretirement’ is an increasingly popular option. For ‘unretirement’ to be viable, employers have an important role to play. Employers need to: 

• Remove any age discrimination in their recruitment processes. 
• Remove age discrimination from procurement. 
• Actively support employees to transition post-retirement. 
• Establish a formal alumni program. 

Australian employers have been slow to engage with the realities of an ageing workforce. Older workers are exposed to workplace psychosocial stressors that can affect their mental health and wellbeing during their late careers and the transition to retirement. On the other hand, there are opportunities to be harnessed; an ageing workforce has the potential to positively impact organisations’ capacity, reputation and performance. 

The benefits of hiring older workers  

When an organisation engages with the realities of an ageing workforce, enhances age diversity, and addresses stressors experienced by older workers, the benefits for individual employees are tangible. These benefits include: 

• Positive organisational culture 
• Social maturity, perspective and interpersonal skills 
• Institutional knowledge 

• Improved company reputation 
• Stability and reduced turnover 
• Connection with ageing customers 
• Improved organisational diversity 

A positive organisational culture is known to improve employee health and wellbeing. Creating an environment where people can proactively decide how they would like to work as they age allows individuals to experience a better transition to retirement. With workplace and societal improvements for older people and the economic need for a strong labour force, people can choose to unretire or keep working productively indefinitely. 

By supporting those who have retired from their organisation through best-practice alumni programs, leaders can support the mental health of their former employees and facilitate a transition back into the workforce for ‘unretirees.’ 

Best practice checklist for supporting unretirees and older workers  

The three policies workplaces need to support ageing workers 

•  Fitness-for-work policy 
• Flexible work policy  
• Retirement policy 

Fitness for Work Policy is not incorporated into and does not form part of an employee’s employment contract. Rather, it provides guidelines for employees and managers, and summaries of applicable legislation.  

Flexible work policy. A phased or transition to retirement means that workers are not pressured to stop working entirely once they reach a certain age but may be able to reduce hours or utilise leave entitlements one or more days per week. This can allow older workers to spend time with their families and grandchildren, pursue other hobbies or take time to relax. 

Retirement policy. The business acknowledges that an age diverse workforce has real benefits for any organisation. The ability to harness the skills, experience and enthusiasm of people of any age creates a cooperative work environment where the individuals, regardless of their age, can contribute. 

 
If you’d like to get in touch about how Transitioning Well can support the later career and retirement transition, contact us today. And be sure to check out more on our Retirement Coaching Program and free resources here.

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How to manage an age-diverse workplace

By Nicky Champ

Cast your mind back to the 2015 film, The Intern, starring Robert de Niro as Anne Hathaway’s elderly assistant. Back then, the idea of a seventy-year-old in the workplace seemed novel. Yet today, with people living and working longer, it reflects a global trend of older workers staying in or returning to the workforce (also known as unretirement).  

With the increased cost of living and the movement away from a traditional retirement, there are now four, up to five, generations in the workforce at the same time.   

Transitioning Well’s Rachael Palmer says having older employees in the workplace benefits the whole company, with people of different generations able to support and develop each other.  

“Younger generations are more open to working collaboratively and able share skills honed from being digital natives, says Rachel. “At the same time, older generations can share knowledge and relationship skills gained over their working lives and are often better able to cope with stress.

Mentoring and reverse mentoring add a sense of meaning and purpose to older people in their jobs, help build cross-generational bonds, and can boost morale and increase overall productivity in the workplace.”

Managers today need to have the skills to create sustainable and healthy workplace practices to suit everyone, regardless of their own generation.  
 

The good news is there are specific actions employers can take that increase engagement and wellbeing for people of any age. These include training employees, rewarding good performance, and consulting people by involving them in decision-making.  

Tips for managing all generations  

Managing a multi-generation workforce can present many challenges for leaders, but if done well, the benefits of an age-diverse workplace far outweigh the challenges. 

 
Avoid making assumptions 

Stereotypes and assumptions are significant barriers to older (and younger) workers in the workplace. Research has dispelled many mature-aged worker myths, such as being less capable of adopting new technologies or being more prone to health problems. Arm your managers with the facts to reduce bias and stereotypes. Don’t know where to start? Check out how we can help here.

 
Leverage job crafting and accommodations 

Listen to your people, be they old or young, to better understand their strengths and limitations. When managers know their people, they can use formal and informal processes to nurture that person-job fit. Job crafting is an informal process of performing a role by leveraging the strengths of a team of individual, whereas work adjustments are more formal accommodations made to protect and promote physical and mental health so that people can continue to perform the key requirements of the role.  

Encourage flexible work conversations  

Flexibility is valuable for all ages and working parents and people 55 years or older are entitled to request flexible working arrangements (along with people with other protected attributes). Best practice flexible working arrangements go far beyond part-time work or work-from-home. Options that appeal to workers will depend on their life-stage so conversations are essential. Ensure managers understand best practice flexible working arrangements and have the skills to discuss options with people. Using trial periods can be an effective mechanism to test assumptions around flexible work limitations. 

Enable knowledge transfer  

Introduce mentoring or buddy systems that facilitate two-way learning across different age groups. Succession planning is also an important part of this knowledge transfer and can help individuals feel comfortable and prepared to retire.  

Normalise late career conversations  

Don’t wait until pre-retirement to talk about the retirement transition. Equally as important, don’t assume that an older worker is counting the days to retirement and is uninterested in training or progression. Integrate career conversations into the employee management framework and train managers on how to have the conversations across all life stages. This is a simple way to keep everyone’s skills up to date and reduce the risk of people feeling discriminated against.  

Many of the above strategies involve communication, which isn’t coincidental. Gone are the days of one-size-fits-all HR policies and practices. People today want to be seen as individuals and more than just workers. They want to feel valued and draw meaning from their work rather than simply trading their time for financial compensation (even in a downturn).   

Leaders and managers have the opportunity to create a future of work that’s fit for all ages. The impetus to get it right now? Before we know it, the Alpha generation will be our managers.  

 
If you’d like to get in touch about how Transitioning Well can support your leaders to manage a multi-generational workplace, contact us today.

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