Navigating late career 

The transition into late career (and later, retirement) can be one of life’s most challenging and disorienting periods.

For those experiencing this ‘moment of truth’, you might be craving a change, experiencing redundancy or disruption, taking on more caring responsibilities, or simply finding it difficult to figure out your next step.

Before we delve further into late career, it’s important to look at the context. Late career wasn’t a thing in your grandparents or possibly even your parents’ lives. Retirement as a concept didn’t really take hold until the Industrial Revolution. Previously, it was thought that older workers on farms and in factories would slow production, so private pensions were introduced as a means to move those aged 60 and over out of the labour force.

A 60-year-old today has a 50% chance of living to 90 or more.

Although Australia has had an old-age pension since 1909 (and, until superannuation was legislated in 1991), the general gist was you’d work until you physically couldn’t, then enjoy a few golden years before death. Retirement wasn’t a goal, but a short phase of not working. Today, of course, things are different. Now people are consciously choosing to reevaluate their careers later in life so they can be financially secure, support their family, and do the things that really matter to them in their second act.

What is late career?

Late career traditionally refers to the life-stage when we adjust to the prospect of retirement, typically defined as 55-70 years of age. However, two significant social changes are extending this late career stage considerably. Firstly, as we live longer and healthier lives, individuals can continue working well past any previous retirement age. Secondly, not everyone is financially able to spend these extra years of healthy living without an income.

With Australians aged 55 and over expected to make up 40 per cent of the adult population by 2050 and 71 per cent of workers now viewing work as part of their retirement journey, the traditional model of retirement at 65 is becoming less and less common.  

What can individuals in late career do?

Uncertainty in late career can emerge gradually or hit suddenly. Whether dealing with job loss, health challenges, family needs, or feeling ready for change, it’s OK to feel uncertain about your career direction.

Four key factors—work, wealth, home, health—are integral to our ability and motivation to keep working, and our feelings about retirement. In planning our late career, some useful questions to ask include:

1. Work: Is work (paid or unpaid) meeting your needs?
2. Wealth: What is your financial situation?
3. Home: What could your home life look like in late career?
4. Health: How happy are you with your physical and mental health?

Redefining career identity, navigating age bias, or adapting to new arrangements generates significant stress. Research shows that those facing late career transitions experience uncertainty, identity confusion, and career anxiety, with effects continuing long after initial adjustments.

Seek support from trusted colleagues and mentors, combined with skills development, networking and self-reflection. Access external help when needed, such as transition support, professional development programs, or Employee Assistance Programs.

The portfolio approach

Late career success increasingly depends on diversification, not just of investments, but of activities and identity. The most resilient late-career professionals engage in multiple activities rather than staying in one job. This might include consulting work, board positions, mentoring, volunteering, creative pursuits, family involvement, and community leadership. This portfolio approach is both an opportunity and a protective factor for mental health. When change occurs in one area, you have other meaningful activities to lean on.

Professional late career coaching provides structured support to navigate these complex transitions successfully, helping individuals clarify their vision, navigate ageism, design portfolio careers, manage financial transitions, and build resilience. 

With 5.57 million Australians aged over 45 currently in the workforce, and older Australians already contributing $39 billion per year in unpaid caring and voluntary work (rising to $74.5 billion including those aged 55-64), there’s now an emerging need for support and transition coaching for both organisations and individuals approaching late career.

How can organisations support workers in the late career phase?

First, like all transitions, an individual approach is key. Put aside assumptions about older workers and engage with each person about their specific circumstances. Late career transitions don’t follow set timelines – needs can change or emerge gradually as individuals face redundancy, caring responsibilities, health changes, or shifting priorities.

Organisationally, for someone struggling in the late career phase, this can present as increased absenteeism and lead to reduced innovation, knowledge transfer impacts, and accelerated talent loss.

Allow employees to make decisions about their career path. Someone facing redundancy may want reskilling, while someone seeking purpose may prefer mentoring opportunities. Consider flexible working arrangements, retraining programs, and phased retirement options.

Our resources

Partner transitioning coaching support

Whether you are retiring completely, switching to contract consultancy work, or wanting to ramp down sooner than later – you need a plan. Encompassing 6.5 hours of individual coaching around specific needs, our Partner Retirement Transitioning Coaching program provides the tools and resources to maximise transition success for partners in professional service firms. 

Learn more. 

Late Career and Retirement Management Capability Training (for Managers and HR)

Comprised of a suite of modules, and complemented by e-learning and online conversation simulations, this comprehensive training will equip your managers with the tools and skills they need to manage an ageing workforce, and assist in managing the transition to retirement.

Learn more. 

Workshops to support late career and retirement

Moving beyond the traditional financial and physical health considerations, our practical workshops unpack the common challenges or concerns that can come during the late career stage, and looks at the tools and resources we can use to navigate these, so that we can plan our late career in a way that is sustainable, and adaptable for our future selves.

Contact us to learn more. 

Maturity of Practice Index (MPI)

Transitioning Well’s MPI offers a unique mix of psychological, legal and business-focused perspectives to help build effective policies and procedures that support ageing and age-diverse workforces.

Learn more about how we can help you navigate late career transitions. 

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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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How to have a conversation about retirement as a leader

As the population ages, the nature of retirement is changing, and it is important for organisations and their leaders to be aware of this. Historically, retirement was a standard process of a quick and permanent exit from full-time work at 65 years of age. Now there is no formal retirement age in most circumstances, and people are working longer either by choice or necessity. Some workers are seeking alternative forms of retirement, including phased retirement, transitioning into unpaid work, entering an entirely new field, or starting a business.

Organisations need to engage older workers before they begin to think about retirement. Rachael Palmer, who led Transitioning Well’s Ageing Workforce Ready Project, says what organisations need to do, in collaboration with employees, is find out what are the most appropriate work adjustments for older workers. ‘Ask, don’t assume’ what your workers need in this life stage. 
 
“The alternative is, all the wisdom, experience, emotional intelligence, diversity – all these things that are good for business – walk out the door,” says Rachael Palmer.  

As a leader, navigating the conversation about retirement can be a delicate dance. You might be wondering how do you initiate the conversation? How do you have the conversation without seeming insensitive? What do you say if they want to keep on working?  

While some older workers may be planning  permanent retirement, others will prefer a phased retirement, or some may be feeling ‘stuck’ emotionally or are unable to retire due to financial reasons.  

Initiating the conversation about retirement is often avoided by leaders due to it’s sensitive nature. However, with thoughtful planning and clear communication, you can maintain a positive working relationship and ensure a smooth transition in the late career phase for both the individual and the organisation.  

Laying the Groundwork: Know Your People 

The “know your people” principle is paramount. Regular check-ins, not just performance reviews, provide an opportunity to gauge an individual’s future plans. Listen for subtle cues about retirement aspirations, such as changes in work-life balance preferences or discussions about caring for grandchildren, future travel goals or alternate interests outside of work 

Planning for the Talk 

Instead of solely focusing on full retirement, acknowledge the growing trend of a phased retirement. This caters to individuals who may desire continued work, but with more flexibility or a shift in focus. 

Consider highlighting the value proposition for the employee to consider a different role within the organisation. Their experience can be invaluable in mentoring younger colleagues or taking on a consultant role or project-based work.  

Financial security is a major concern for many employees contemplating retirement. Explore the resources your organisation offers to help them plan for their future, such as retirement planning workshops, ageing well, or financial/superannuation advice. Additionally, investigate phased retirement programs – a growing trend – that allows them to gradually transition out of the workforce. 

Research by the Ageing Workforce Ready project suggests that flexible work arrangements can be beneficial for mental wellbeing, allowing older workers to maintain a healthy work-life balance while continuing to contribute their valuable expertise. Retiring can be a shock to the system for many workers who have worked for decades and have a strong work identity- even if they wanted to stop working. A poorly planned retirement can leave people feeling lost and without a purpose.  

For some individuals, retirement may not signify a complete disconnect from the organisation. Discuss the possibility of joining your alumni network which allows them to stay connected with former colleagues, contribute their expertise in an advisory role, or participate in mentorship programs for younger team members. 

Understanding the Benefits of Older Workers

• Older workers bring a wealth of experience and knowledge accumulated over their careers. This can be invaluable for problem-solving, innovation, and mentoring younger colleagues.

• Statistically, older workers tend to be more reliable and have lower turnover rates compared to younger generations. This translates to a more stable and predictable workforce.

• Older employees often possess well-honed communication and interpersonal skills, leading to positive customer interactions. This can be particularly valuable in industries where trust and rapport are crucial.

• An age-inclusive workforce fosters a more diverse talent pool. This leads to a richer pool of ideas, a wider range of perspectives, and a more representative customer understanding.

Conversation Starters  

Planning and Goals:

• Do you have a general timeline in mind for retirement? (Open-ended question to gauge their current thinking)
• Have you started thinking about your financial goals for retirement? (Opens the door for a discussion about support they might need)
• Beyond finances, what are some things you’d like to achieve or experience in retirement? (Helps understand their broader vision)

Current Work Situation

• Are there any aspects of your current role that you’d like to continue into retirement, perhaps in a modified form? (Identifies transferable skills or interests)
• Would you be interested in exploring options for a phased retirement, such as transitioning to part-time work? (Gauges openness to flexible arrangements)
• Is there any knowledge or expertise you’d like to pass on to colleagues before you retire? (Highlights their value and opens the door for knowledge transfer)

Communication and Support

• Do you feel comfortable discussing your retirement plans with me openly? (Establishes clear communication)
• Is there any information or support the company can provide to assist you in your retirement planning? (Offers support and demonstrates company commitment)
• If you have any questions or concerns about transitioning to retirement, please feel free to bring them to my attention. (Opens the door for ongoing dialogue)

Remember: 

• Maintain a positive and supportive tone throughout the conversation. 
• Actively listen to their concerns and avoid making assumptions. 
• Let the conversation flow organically, building trust and openness. 
• Express your appreciation for their contributions to the team. 

The goal isn’t to force an immediate retirement, but to plant the seed and initiate a dialogue with your ageing workers. This conversation can be revisited in the future as their circumstances or perspectives change. 

Following the initial conversation, continue fostering open communication. Creating a supportive environment and facilitating a psychologically safe environment helps empower people to navigate their later career stages with confidence. Fostering a positive and respectful transition ensures older workers leave with a sense of accomplishment and a lasting connection to the organisation. 

Establishing a reputation as an employer that provides genuine and practical support to older workers can contribute to a healthy and engaged workforce. Workplaces that educate and encourage help-seeking behaviours by providing practical tools, resources and information can help those in the late career phase to successfully navigate this tricky life stage. 

To find out more about how Transitioning Well can help you older workers in your workplace, take a look at our retirement transition coaching and late career and retirement resources.

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How to protect older workers from psychosocial hazards and risks in the workplace

Globally, the population is ageing. According to the Australian Bureau of Statistics, about 15% of the Australian population were aged over 65 in 2017, and this is expected to increase to 20% by 2037. There are more older Australians (e.g. 50 years or over) participating in the workforce, jumping from 47% in early 2000, to over 65% today. These changes are driven by various factors including increased cost of living, longer lifespans, low fertility rates etc. all leading to longer working lives.

As the population ages, the nature of retirement is changing, and it is important for organisations to be aware of this. Historically, retirement was a standard process of a quick and permanent exit from full-time work at 65 years of age. Now there is no formal retirement age in most circumstances, and people are working longer either by choice or necessity. Some workers are seeking alternative forms of retirement, including phased retirement, transitioning into unpaid work, entering an entirely new field, or starting abusiness.

You’ll often hear us talking about the messy intersection between life and work, and the ‘messiness’ in the late career to retirement transition is no exception. Older workers are dealing with a range of issues like ageism, health-related changes such as menopause, additional caring responsibilities with ageing parents, and changes in identity from adult children leaving home.  

Organisations need to engage older workers before they begin to think about retirement. Transitioning Well’s Rachael Palmer says what organisations need to do, in collaboration with employees, is find out what are the most appropriate work adjustments for older workers. ‘Ask, don’t assume’ what your workers need in this life stage. 
 
“The alternative is, all the wisdom, experience, emotional intelligence, diversity – all these things that are good for business – walk out the door,” says Rachael Palmer.  

Watch the full video below:

6 Tips for supporting successful transitions to late career and retirement  

Raise awareness and listen to employees

• Raise awareness of the value and benefits of an ageing workforce by educating senior leaders about ageism, ‘stereotype threat,’ and implicit bias. Examine the assumptions made about age at each stage of the employee life cycle from recruitment to retirement and integrate ageing workforce considerations into strategic planning.
• Educate people about older workers to dispel myths and stereotypes about ageing. Older workers are a heterogeneous group that span at least two generations. Peoples needs change from late career through to retirement, and differ between individuals.
• Assess the supports available to older workers. Listen to older employees to understand their needs and concerns, analyse workforce data, and review existing policies and practices. Use feedback and data to identify specific risks and opportunities relating to late career and transition to retirement.

Review policies and processes

• Ensure recruitment processes are free from discrimination and bias. Develop recruitment material that is attractive to older people. Consider age diversity when choosing the make-up of the interview panel. Incorporate ‘blind recruitment’ where possible (applicants do not disclose their age or other identifying information and are instead judged only against inherent job requirements).

• Enable knowledge transfer through formal and informal mechanisms. 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.

• Be open to flexible working arrangements. Flexibility is valuable for all ages and people 55 years or older are entitled to request flexible working arrangements. Best practice flexible working arrangements go far beyond part-time work or work- from-home. Options that appeal to older workers may differ from other life-stages and include longer periods of leave for travel, ‘lifestyle rosters’, and ramping down to retirement.

Establishing a reputation as an employer that provides genuine and practical support to older workers can contribute to a healthy and engaged workforce. Workplaces that educate and encourage help-seeking behaviours by providing practical tools, resources and information can help those in the late career phase to successfully navigate this tricky life stage. 

To find out more about how Transitioning Well can help you older workers in your workplace, take a look at our transition coaching 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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‘Married for life, not for lunch’.  For some, this quip is a light-hearted joke about adjusting to full time life with a partner or spouse.  For others though, it’s the sad reality of a relationship that didn’t survive the retirement transition.  They even have a name for it: ‘grey divorce’.    

Without a doubt, retirement is a big transition.  And when adjusting to any life change we know that it’s our supports who can really help get us through.  But what if our most supportive relationship is struggling to adjust to the ‘new normal’? 

The benefit of planning 

Like other aspects of retirement transition, successfully navigating the experience with your relationship intact benefits from planning. 

Planning can start years before you actually retire, and should continue through the retirement journey.  The first step is to get on the same page by having regular and open conversations with your spouse about your hopes, needs, and expectations for retirement.  

These conversations help you both to check your assumptions, raise differences in your thinking, and highlight areas you agree on. We should expect some different opinions – it’s ok to have different aspirations and plans for your retirement life – but by having regular conversations with your partner you can listen and work out where your plans mesh nicely together, and where they might cause friction. 

Remember, the point of these conversations is so you can plan a retirement lifestyle that works for you both.  

When to have the conversation

Conversations are best had when neither of you are stressed, defensive or tired – so definitely not right after an argument about work, money or family!  Start by creating a relaxed environment, with plenty of time and no interruptions.  Listen with kindness and curiosity about your partner’s thoughts and feelings about retirement, and be willing to share honestly and respectfully your thoughts about retirement life.   

Here are some open-ended questions and prompts to get you started. 

• At what age do you plan to retire? 

• Do you think you’ll wind down work gradually, or just stop? 

• Are we both going to retire at the same time?   

• What sort of lifestyle do you want in retirement? 

• How well is our current financial planning set up to fund our preferred retirement lifestyle?  

• Where do you want to live in retirement?  What are your thoughts about different options, such as to stay in our current home, downsize, sea change, move to a retirement community? 

• What would you like an average day to look like? Talk through the way you imagine an average day in retirement will go – wake up time, regular routines, etc 

• Will your weekdays be the same as the weekends? 

• How have friends or family members made the transition to retirement? What aspects do you want to do the same, which might we do differently? 

• Does the sharing of household tasks look different once we’re both retired, or if only one of us is working?  How will we come to agreements about housework? 

• What are your thoughts about annual income, discretionary spending? What will our daily lifestyle and expenditure look like if only one of us has retired? 

• Is one of us a saver and one of us a spender?  How will we navigate this when there is no longer an income?  Will we use a budget, separate money? 

• What are your priorities in retirement living – family, travel, lifestyle, community or something else? 

• How closely do our retirement lifestyle priorities align with our financial situation? 

• If we can’t find agreement or compromise, what are we willing to do to invest in our relationship during this transition?  Regular conversations, books, couples counselling? 

• What are your thoughts about personal space and time alone? How much time do you expect to be together, how much time apart?  How will you communicate it if you need some alone time? 

• What activities will we do together? What activities will we do separately? 

• What are your thoughts about space at home, how will we share the space, do we have different projects or activities that need time and space? 

Keep adding your own questions and discussion topics. 

Get help when needed

Sometimes couples benefit from having a trained professional to help navigate challenges in the relationship. See Transitioning Well’s guide on choosing a psychologist for practical tips. While couples counselling is not generally covered by a mental health plan from your GP, you may be able to claim back some money through private health insurance depending on your cover. 

Relationships Australia have counsellors in each state and territory with specific training and experience, and fees are based on your capacity to pay. Low cost relationship counselling can be available through community counselling services. Eligibility for these is often based on geographic location.  Either contact your council to find local services, or seek referral information through: MensLine or Women’s Information and Referral Exchange (WIRE). 

If you’re worried about the mental health of yourself or your partner, talk with your General Practitioner.  

Learn more about how Transitioning Well is helping organisations support people through late career and retirement.

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