older workers
Draft 3
Engaging and Retaining older workers in Rural Community Aged Care
The scope of this paper is to look at effective ways to engage and retain older workers to deliver quality community Aged care services in rural Australia. The ageing population has resulted in a necessity to recruit older workers to fill positions in all industries including the aged care sector. "We are in the midst of the most significant demographic shift in modern human history where populations across the globe are ageing” (Safework SA 2013, Age Friendly Workplace p2). For Uniting Care agencies in rural communities there are difficulties associated with employing and retaining Nurses. The average age of a Blue Care staff member within Queensland is forty-eight years old with the average age of Registered Nurses within the North Burnett is fifty-eight years. It may be a good thing that our workforce is older because it could place Uniting Care in a marketing advantage to better cater for the needs of older people. Personal experience indicates that older people like older people to care for them as they relate to them better. Some staff have not taken early retirement due to the global financial crisis and personal choice to continue to work for social reasons. People are living longer and if they retire early they may run out of money. There are some challenges associated with older employees for example information technology skills, keeping healthy and the need for flexible working arrangements. However, the value that older people bring to a community Aged Care service cannot be overlooked. We need to plan for the future to deliver quality Aged care in a persons’ place of choice.
In Australia the age for compulsory retirement was lifted in 2001 and then the Antidiscrimination Act was expanded to include age discrimination in 2004. Despite this fact there are many Australians continuing to retire early. Fiona Marsden’s storey Growth Industry: Releasing Mature Potential
(2012) states "The federal treasurers intergenerational report projects that by 2050, there will be twice as many people aged 65-84, and more than four times as many people older than 85. In contrast, the number of working-age Australians will increase by just 44%". Fiona also goes on to say “Deloitte access economics say that by boosting mature age participation by just 3% it could increase GDP by 33 billion”. According to the Diversity Council of Australia (2013) media release, “Better aligning workforce and customer demographics can help improve understanding of changing market needs and demands and therefor customer service and product development”.
Therefore, it makes good sense to encourage older people to stay in the workforce and attract older workers from other sectors into the aged care industry.
There are many people that would like to continue to work beyond the traditional age of retirement for financial security, to learn new skills and remain healthy and active. Interviews with older Blue Care staff members revealed that they felt that an older employee can offer a broad range of skills, better customer service and experience. A younger person maybe quicker at doing more physical or strenuous tasks. However, a fit and active older person maybe just as capable in this area. Blue Care human resource management metrics show that our older workers use less sick days. There are some schools of thought that older workers are more likely to have injuries and take longer to recover. Contrary to this we have a younger worker that has had more injuries and more sick days than any other employee. Older Blue Care staff members also felt that younger workers may have better information technology (IT) skills. It is felt that this barrier to employing older workers maybe overcome with a desire to be coached and kept up-to-date in the field of IT. There are significant benefits in terms of productivity to a business to retain older workers. We know from experience that younger workers particularly Generation Y are more likely to change employment more frequently than Baby Boomers or the Builders. The Australian Institute of Management (AIM) report on Engaging and Retaining Older Workers (2013) states "a recent study found that workers aged 55 years and over performed their best for 7 hours out of an 8 hour day - higher than any other group in the study". If the older person demonstrates a genuine desire to contribute to community aged care and has the necessary value of compassion and not just in it for the money, it is within the company’s interest to continue to retain the employee.
When recruiting older workers it is important to very honest about what the position involves. The older person can bring to the table many transferrable skills and life experiences. Most recently I have had two older workers express interest in employment with Blue Care. When the e-recruitment website is mentioned as the method of lodging applications, these workers stated it would take them all day to put an application on e-recruit and could they send it in the mail instead. E-recruitment potentially is a hindrance to employment for older workers. This problem could be resolved by employment agencies assisting with the application. Some employment agencies only want to assist people that are unemployed because that is the basis on which they receive their funding. In order to acquire work in the community aged care industry there is an expectation that workers have a basic level of computer skills: email, outlook, internet, social media, Microsoft word and file manipulation.
For the younger manager it is important not be intimidated by the experience that the older worker brings and utilise best practice recruitment methods. Interviews might consist of using a panel of people of different ages to identify how the older worker engages with other generations. When developing interview questions prepare questions that explore life experiences not just qualifications. A recruitment strategy to cater for servicing older consumers including a team of people of mixed ages is advantageous. This would ensure the experience of older workers is spread across the organisation rather than confined to certain roles. Finding experienced people who are willing to work during peak periods, special projects, and annual leave relief meets the needs of the workplace and offers flexibility in employment for the older worker.
The motivations of the older worker maybe very different to the younger worker. An older Blue Care staff member interviewed stated “a cohesive workplace is very important, and whilst I am doing what I enjoy I will keep going”. The Diversity Council of Australia media release (2013) focuses on giving the older worker more flexible work arrangements. Another Blue Care employee mentioned “employers need to look at flexible work arrangements, because older workers want freedom to choose how they spend their time. Not necessarily tied down to a 38 hour week, I don't mean tell your boss when you come to work. When you get older there other things you want to do apart from work, like travelling or spending time with family”.
Just as we cater for younger staff in providing a child friendly workplace, catering for an older person to care for a family member or partner is just as important in terms of creating a flexible work environment. Giving the older person rostering choices such as the hours they work and where they work for example telecommuting is a means of attracting older workers. The AIM (2013) echoes this comment, “Phased retirement allows people who no longer want to work full time work part time, additional personal requirements, worsening health, declining physical energy, or growing preference for leisure”. The articles also warn about some of the disadvantages of phased retirement such as interference with pensions.
Uniting Care gives community aged care workers the option to trade wages for the additional annual leave. Community aged care providers face the challenge of tailoring the needs of older workers with the needs of our older consumers.
Creating a balance in life through workplace conditions and lifestyle choices are becoming more prevalent for older and younger workers. The Wharton School of Business (2013) posted an article on their website about what life might look like in the future if we live to the age of one hundred. “The real challenge will be to weave financial literacy into early school right through to adulthood and rest of life”. In 2013 Uniting Care Australia supported the Commonwealth Government of Australia to introduce the Workforce Supplement to the Aged Care Act this was to compensate for the low wages in the Aged Care Industry. Smaller aged care businesses disputed the need for this supplement as they felt it would reduce their financial viability. These same businesses are currently lobbying the new government to drop the Work Force Supplement. Uniting Care has proactively engaged the services of financial advisors to help workers make the most of their money to have a better life. Together with the support of aged care employees, and United Voice, Uniting Care has been able to deliver the Aged Care support workers income protection in the event of sickness. The Diversity Council 2013 makes the point that experience is an important factor when reviewing pay equity. Financial wellbeing is not the only factor in a total strategy to recruit and retain older workers.
The Swinburne University (2013) discusses the concept of work ability in redesigning work for an ageing society. “Work ability is the global concept that underpins a holistic approach to ensuring an appropriate match between individuals’ functional capacities and competencies and the demands of their work and work environment”. Professor Brook at Swinburne University is looking at the application of this model and the workability index to Aged care. Catholic homes in Victoria are in the early days of implementing the workability model and believe that is assisting to reduce absenteeism, work cover, and staff turnover. Work ability is a many faceted concept and looks at the balance between individual factors and work related factors.
The work ability approach was first developed by the Finnish Institute of Occupational Health (FIOH). FIOH “ likens work ability to the roof of a house”. The balance between the “individuals health, competency, values, work environment in the context of family, community and society”. All these aspects influence the function of the roof – that is work ability. Workplaces that invest in health and wellbeing for example fitness, on site medical care, recreation programs, dental incentives and health promotion are implementing work ability. For instance in the North Burnett Womens health Nurse, Nutritionist, Physiotherapist visit to provide one on one consultations and group health promotion to prevent depression and chronic disease for older workers. Safety initiatives designed to examine the balance of critical duties for example the amount of domestic assistance and type performed in the one shift by older workers. Investigating ergonomically designed work areas to keep administration employees active, such as adapting work stations to be able to sit or stand. Work ability has the potential to improve, productivity, reduce stress in the workplace and assist to engage and retain older workers.
Performance Management
Invoke older people in the decision making
Engage them in the process
For example - I know you have been doing this longer than I have and I wondering how best to do it?
Feedback - When giving feedback with older people delay the process a little by saying something like, this is what it looks like ….. and I am wondering what you thing?
If there are some people who are struggling with the tasks may need look at adapting the workplace.
Monitor levels of performance as you would for younger workers. Do not engage on positive discrimination against older workers. They have to meet the standard even if they have reduced hours of work
However does not absolve them of their responsibilities in the workplace.
Give them fulfilling responsibilities
Older workers need more leading than managing due to their experience. However this does not absolve them of being accountable or keeping up-to-date in their practice.
Recognise that some older people may choose to work at a lower level. E.g. Older worker may feel pressured to provide additional responsibilities
Promote sideways or a wider variety of tasks.
Older person’s opinion will be consulted for the betterment of the service we deliver.
Skills of older workers
When an older person chooses to leave employment there is loss of intellectual property. A Northern Territory survey of Older Nurses (2013) recognises the expertise of older Registered Nurses. They are bringing the Nurses out of retirement for relief and buddy younger nurses in the area of rural and remote nursing. Through the recognition of the older workers knowledge, skills and experience they can be engaged in Mentoring programs.
For example a more senior RN is involved in mentoring a younger EN in the Gayndah centre. Two older workers were redeployed to focus on accreditation and DOHA review. Older workers can teach younger workers about some of the organisational history. With the established communication skills of the older worker they are better equipped to teach the younger workers.
Another myth busted surrounds the concept of lifelong learning: if a worker is older it does not mean that they do not want to engage in improvement or training. Offer training equally regardless of age.
Training
Training in the workplace do you think older people would need?
Competency RN maintaining credentialing and critical thinking skills.
“Just because you’re older doesn't mean you can't be improving your skills in the workplace and own personal life”.
Capelli and Novelli 2010 Skills obsolescence – the skills that they have will no longer be wanted.
It is very important for people of all ages to be able to learn new possibilities and new things. Be prepared to learn in the workforce
Equal offer of training journal club
Develop in-house training programs specifically to ensure the skills of older workers are shared with the rest of the workforce and corporate knowledge is passed on.
Establish and support formal mentoring and coaching program's
Training program's with RPL
Career planning Investigate subsidies for older employees RCNA and federal government policy ACETI grants
Recognise experience particularly mandatory training change to reflect more current research and skills
Frequent training and retraining to cope with changes solution establishing a personal learning network
Addressing training needs and opportunities Flexible and short program's at times that accommodate blended e learning with face to face delivery.
Career specific training
Affordability e learning a good option.
Conclusion
? about what role older workers currently play in our workforce and where do you see yourself going.
Older workers are necessary to ensure the sustainability of Uniting Care community aged care.
Shared vision of staff and community e.g. tailor made Blue Care
Benefits of people staying in the workforce for longer to society in general.
Direct quote from a client, “Maxine likes people that are a bit older in their 50's. Younger workers can keep up a little bit of a conversation with older people but can't maintain it. They get sick of the topic for the older person "be there"
References
27 September 2013 www.valuingolderworkers.gov.au A guide to good practice in age management. 27 September 2013 http://www.eurofound.europa.eu/pubdocs/2005/137/en/1/ef05137en.pdf Age Positive website UK 27 September 2013 https://www.gov.uk/government/organisations/department-for-work-pensions/series/age-positive http://www.mednet.ca/en/report/thinking-outside-the-box-innovative-strategies-t.html
Finnish Institute of Occupational Health 27th of September 2013 http://www.ttl.fi/en/health/workplace_health_promotion/Pages/default.aspx http://www.ttl.fi/en/health/workplace_health_promotion/steps_for_well_being/pages/default.aspx
AIM-Engaging-retaining-older-workers.pdf 22 July 2013 http://www.aimqld.com.au/downloads/AIM-Engaging-retaining-older-workers.pdf Valuing older workers 22 July 2013 http://www.justice.qld.gov.au/__data/assets/pdf_file/0003/12279/ir-olderworkers-booklet.pdf Managing older workers: challenges and opportunities | AIM NSW & ACT 22 July 2013 http://www.aim-nsw-act.com.au/news/managing-older-workers-challenges-and-opportunities#.Ue0YDnwaySM http://www.mcgraw-hill.com.au/professional/booksellers/resources/2010/09_september/Harvard_Sept_10.pdf
Retaining and sustaining the competence of older workers: Policy imperatives and enterprises practices 23 July 2013 http://www98.griffith.edu.au/dspace/bitstream/handle/10072/39802/69944_1.pdf?sequence=1 DCA Older Women Matter Fact sheet 23 May 2013 FINAL.docx 25 July 2013 http://www.dca.org.au/files/file/Media%20releases/DCA%20Older%20Women%20Matter%20Fact%20sheet%2023%20May%202013%20FINAL.docx Growth industry: Releasing mature potential> Swinburne Magazine 25 July 2013 http://www.swinburne.edu.au/magazine/17/303/growth-industry--releasing-mature-potential/ Facilitating the Retention and/or Re-Entry of Mature Workers in the Workplace 25 July 2013 http://www.bowvalleycollege.ca/Documents/Applied%20Research/Final%20Report%20Mature%20Workers.pdf The 'Silver Tsunami': Why Older Workers Offer Better Value than Younger Ones –Knowledge@Wharton 25 July 2013 http://knowledge.wharton.upenn.edu/article.cfm?articleid=2644
Report: Aged Care (Living Longer Living Better) Bill 2013 [Provisions] and related bills 25 July 2013 http://www.aph.gov.au/Parliamentary_Business/Committees/Senate_Committees?url=clac_ctte/completed_inquiries/2010-13/aged_care/report/c07.pdf Workforce Ageing the Challenges for 21st Century Microsoft Word - PatricksonRanzijnVol10-4.doc 25 July 2013 http://www.usq.edu.au/extrafiles/business/journals/HRMJournal/InternationalArticles/Volume10Ageing/PatricksonRanzijnVol10-4.pdf PsycNET - Display Record 25 July 2013 http://psycnet.apa.org/index.cfm?fa=search.displayRecord&uid=2005-11559-000 Voit,K and Carson D.B., 2012 “Retaining older experienced nurses in the Northern Territory of Australia: a qualitative study exploring opportunities for post-retirement contribution”.The International Journal of Rural and Remote Health Research, Education, Practice and Policy.
Engaging and Retaining older workers in Rural Community Aged Care
The scope of this paper is to look at effective ways to engage and retain older workers to deliver quality community Aged care services in rural Australia. The ageing population has resulted in a necessity to recruit older workers to fill positions in all industries including the aged care sector. "We are in the midst of the most significant demographic shift in modern human history where populations across the globe are ageing” (Safework SA 2013, Age Friendly Workplace p2). For Uniting Care agencies in rural communities there are difficulties associated with employing and retaining Nurses. The average age of a Blue Care staff member within Queensland is forty-eight years old with the average age of Registered Nurses within the North Burnett is fifty-eight years. It may be a good thing that our workforce is older because it could place Uniting Care in a marketing advantage to better cater for the needs of older people. Personal experience indicates that older people like older people to care for them as they relate to them better. Some staff have not taken early retirement due to the global financial crisis and personal choice to continue to work for social reasons. People are living longer and if they retire early they may run out of money. There are some challenges associated with older employees for example information technology skills, keeping healthy and the need for flexible working arrangements. However, the value that older people bring to a community Aged Care service cannot be overlooked. We need to plan for the future to deliver quality Aged care in a persons’ place of choice.
In Australia the age for compulsory retirement was lifted in 2001 and then the Antidiscrimination Act was expanded to include age discrimination in 2004. Despite this fact there are many Australians continuing to retire early. Fiona Marsden’s storey Growth Industry: Releasing Mature Potential
(2012) states "The federal treasurers intergenerational report projects that by 2050, there will be twice as many people aged 65-84, and more than four times as many people older than 85. In contrast, the number of working-age Australians will increase by just 44%". Fiona also goes on to say “Deloitte access economics say that by boosting mature age participation by just 3% it could increase GDP by 33 billion”. According to the Diversity Council of Australia (2013) media release, “Better aligning workforce and customer demographics can help improve understanding of changing market needs and demands and therefor customer service and product development”.
Therefore, it makes good sense to encourage older people to stay in the workforce and attract older workers from other sectors into the aged care industry.
There are many people that would like to continue to work beyond the traditional age of retirement for financial security, to learn new skills and remain healthy and active. Interviews with older Blue Care staff members revealed that they felt that an older employee can offer a broad range of skills, better customer service and experience. A younger person maybe quicker at doing more physical or strenuous tasks. However, a fit and active older person maybe just as capable in this area. Blue Care human resource management metrics show that our older workers use less sick days. There are some schools of thought that older workers are more likely to have injuries and take longer to recover. Contrary to this we have a younger worker that has had more injuries and more sick days than any other employee. Older Blue Care staff members also felt that younger workers may have better information technology (IT) skills. It is felt that this barrier to employing older workers maybe overcome with a desire to be coached and kept up-to-date in the field of IT. There are significant benefits in terms of productivity to a business to retain older workers. We know from experience that younger workers particularly Generation Y are more likely to change employment more frequently than Baby Boomers or the Builders. The Australian Institute of Management (AIM) report on Engaging and Retaining Older Workers (2013) states "a recent study found that workers aged 55 years and over performed their best for 7 hours out of an 8 hour day - higher than any other group in the study". If the older person demonstrates a genuine desire to contribute to community aged care and has the necessary value of compassion and not just in it for the money, it is within the company’s interest to continue to retain the employee.
When recruiting older workers it is important to very honest about what the position involves. The older person can bring to the table many transferrable skills and life experiences. Most recently I have had two older workers express interest in employment with Blue Care. When the e-recruitment website is mentioned as the method of lodging applications, these workers stated it would take them all day to put an application on e-recruit and could they send it in the mail instead. E-recruitment potentially is a hindrance to employment for older workers. This problem could be resolved by employment agencies assisting with the application. Some employment agencies only want to assist people that are unemployed because that is the basis on which they receive their funding. In order to acquire work in the community aged care industry there is an expectation that workers have a basic level of computer skills: email, outlook, internet, social media, Microsoft word and file manipulation.
For the younger manager it is important not be intimidated by the experience that the older worker brings and utilise best practice recruitment methods. Interviews might consist of using a panel of people of different ages to identify how the older worker engages with other generations. When developing interview questions prepare questions that explore life experiences not just qualifications. A recruitment strategy to cater for servicing older consumers including a team of people of mixed ages is advantageous. This would ensure the experience of older workers is spread across the organisation rather than confined to certain roles. Finding experienced people who are willing to work during peak periods, special projects, and annual leave relief meets the needs of the workplace and offers flexibility in employment for the older worker.
The motivations of the older worker maybe very different to the younger worker. An older Blue Care staff member interviewed stated “a cohesive workplace is very important, and whilst I am doing what I enjoy I will keep going”. The Diversity Council of Australia media release (2013) focuses on giving the older worker more flexible work arrangements. Another Blue Care employee mentioned “employers need to look at flexible work arrangements, because older workers want freedom to choose how they spend their time. Not necessarily tied down to a 38 hour week, I don't mean tell your boss when you come to work. When you get older there other things you want to do apart from work, like travelling or spending time with family”.
Just as we cater for younger staff in providing a child friendly workplace, catering for an older person to care for a family member or partner is just as important in terms of creating a flexible work environment. Giving the older person rostering choices such as the hours they work and where they work for example telecommuting is a means of attracting older workers. The AIM (2013) echoes this comment, “Phased retirement allows people who no longer want to work full time work part time, additional personal requirements, worsening health, declining physical energy, or growing preference for leisure”. The articles also warn about some of the disadvantages of phased retirement such as interference with pensions.
Uniting Care gives community aged care workers the option to trade wages for the additional annual leave. Community aged care providers face the challenge of tailoring the needs of older workers with the needs of our older consumers.
Creating a balance in life through workplace conditions and lifestyle choices are becoming more prevalent for older and younger workers. The Wharton School of Business (2013) posted an article on their website about what life might look like in the future if we live to the age of one hundred. “The real challenge will be to weave financial literacy into early school right through to adulthood and rest of life”. In 2013 Uniting Care Australia supported the Commonwealth Government of Australia to introduce the Workforce Supplement to the Aged Care Act this was to compensate for the low wages in the Aged Care Industry. Smaller aged care businesses disputed the need for this supplement as they felt it would reduce their financial viability. These same businesses are currently lobbying the new government to drop the Work Force Supplement. Uniting Care has proactively engaged the services of financial advisors to help workers make the most of their money to have a better life. Together with the support of aged care employees, and United Voice, Uniting Care has been able to deliver the Aged Care support workers income protection in the event of sickness. The Diversity Council 2013 makes the point that experience is an important factor when reviewing pay equity. Financial wellbeing is not the only factor in a total strategy to recruit and retain older workers.
The Swinburne University (2013) discusses the concept of work ability in redesigning work for an ageing society. “Work ability is the global concept that underpins a holistic approach to ensuring an appropriate match between individuals’ functional capacities and competencies and the demands of their work and work environment”. Professor Brook at Swinburne University is looking at the application of this model and the workability index to Aged care. Catholic homes in Victoria are in the early days of implementing the workability model and believe that is assisting to reduce absenteeism, work cover, and staff turnover. Work ability is a many faceted concept and looks at the balance between individual factors and work related factors.
The work ability approach was first developed by the Finnish Institute of Occupational Health (FIOH). FIOH “ likens work ability to the roof of a house”. The balance between the “individuals health, competency, values, work environment in the context of family, community and society”. All these aspects influence the function of the roof – that is work ability. Workplaces that invest in health and wellbeing for example fitness, on site medical care, recreation programs, dental incentives and health promotion are implementing work ability. For instance in the North Burnett Womens health Nurse, Nutritionist, Physiotherapist visit to provide one on one consultations and group health promotion to prevent depression and chronic disease for older workers. Safety initiatives designed to examine the balance of critical duties for example the amount of domestic assistance and type performed in the one shift by older workers. Investigating ergonomically designed work areas to keep administration employees active, such as adapting work stations to be able to sit or stand. Work ability has the potential to improve, productivity, reduce stress in the workplace and assist to engage and retain older workers.
Performance Management
Invoke older people in the decision making
Engage them in the process
For example - I know you have been doing this longer than I have and I wondering how best to do it?
Feedback - When giving feedback with older people delay the process a little by saying something like, this is what it looks like ….. and I am wondering what you thing?
If there are some people who are struggling with the tasks may need look at adapting the workplace.
Monitor levels of performance as you would for younger workers. Do not engage on positive discrimination against older workers. They have to meet the standard even if they have reduced hours of work
However does not absolve them of their responsibilities in the workplace.
Give them fulfilling responsibilities
Older workers need more leading than managing due to their experience. However this does not absolve them of being accountable or keeping up-to-date in their practice.
Recognise that some older people may choose to work at a lower level. E.g. Older worker may feel pressured to provide additional responsibilities
Promote sideways or a wider variety of tasks.
Older person’s opinion will be consulted for the betterment of the service we deliver.
Skills of older workers
When an older person chooses to leave employment there is loss of intellectual property. A Northern Territory survey of Older Nurses (2013) recognises the expertise of older Registered Nurses. They are bringing the Nurses out of retirement for relief and buddy younger nurses in the area of rural and remote nursing. Through the recognition of the older workers knowledge, skills and experience they can be engaged in Mentoring programs.
For example a more senior RN is involved in mentoring a younger EN in the Gayndah centre. Two older workers were redeployed to focus on accreditation and DOHA review. Older workers can teach younger workers about some of the organisational history. With the established communication skills of the older worker they are better equipped to teach the younger workers.
Another myth busted surrounds the concept of lifelong learning: if a worker is older it does not mean that they do not want to engage in improvement or training. Offer training equally regardless of age.
Training
Training in the workplace do you think older people would need?
Competency RN maintaining credentialing and critical thinking skills.
“Just because you’re older doesn't mean you can't be improving your skills in the workplace and own personal life”.
Capelli and Novelli 2010 Skills obsolescence – the skills that they have will no longer be wanted.
It is very important for people of all ages to be able to learn new possibilities and new things. Be prepared to learn in the workforce
Equal offer of training journal club
Develop in-house training programs specifically to ensure the skills of older workers are shared with the rest of the workforce and corporate knowledge is passed on.
Establish and support formal mentoring and coaching program's
Training program's with RPL
Career planning Investigate subsidies for older employees RCNA and federal government policy ACETI grants
Recognise experience particularly mandatory training change to reflect more current research and skills
Frequent training and retraining to cope with changes solution establishing a personal learning network
Addressing training needs and opportunities Flexible and short program's at times that accommodate blended e learning with face to face delivery.
Career specific training
Affordability e learning a good option.
Conclusion
? about what role older workers currently play in our workforce and where do you see yourself going.
Older workers are necessary to ensure the sustainability of Uniting Care community aged care.
Shared vision of staff and community e.g. tailor made Blue Care
Benefits of people staying in the workforce for longer to society in general.
Direct quote from a client, “Maxine likes people that are a bit older in their 50's. Younger workers can keep up a little bit of a conversation with older people but can't maintain it. They get sick of the topic for the older person "be there"
References
27 September 2013 www.valuingolderworkers.gov.au A guide to good practice in age management. 27 September 2013 http://www.eurofound.europa.eu/pubdocs/2005/137/en/1/ef05137en.pdf Age Positive website UK 27 September 2013 https://www.gov.uk/government/organisations/department-for-work-pensions/series/age-positive http://www.mednet.ca/en/report/thinking-outside-the-box-innovative-strategies-t.html
Finnish Institute of Occupational Health 27th of September 2013 http://www.ttl.fi/en/health/workplace_health_promotion/Pages/default.aspx http://www.ttl.fi/en/health/workplace_health_promotion/steps_for_well_being/pages/default.aspx
AIM-Engaging-retaining-older-workers.pdf 22 July 2013 http://www.aimqld.com.au/downloads/AIM-Engaging-retaining-older-workers.pdf Valuing older workers 22 July 2013 http://www.justice.qld.gov.au/__data/assets/pdf_file/0003/12279/ir-olderworkers-booklet.pdf Managing older workers: challenges and opportunities | AIM NSW & ACT 22 July 2013 http://www.aim-nsw-act.com.au/news/managing-older-workers-challenges-and-opportunities#.Ue0YDnwaySM http://www.mcgraw-hill.com.au/professional/booksellers/resources/2010/09_september/Harvard_Sept_10.pdf
Retaining and sustaining the competence of older workers: Policy imperatives and enterprises practices 23 July 2013 http://www98.griffith.edu.au/dspace/bitstream/handle/10072/39802/69944_1.pdf?sequence=1 DCA Older Women Matter Fact sheet 23 May 2013 FINAL.docx 25 July 2013 http://www.dca.org.au/files/file/Media%20releases/DCA%20Older%20Women%20Matter%20Fact%20sheet%2023%20May%202013%20FINAL.docx Growth industry: Releasing mature potential> Swinburne Magazine 25 July 2013 http://www.swinburne.edu.au/magazine/17/303/growth-industry--releasing-mature-potential/ Facilitating the Retention and/or Re-Entry of Mature Workers in the Workplace 25 July 2013 http://www.bowvalleycollege.ca/Documents/Applied%20Research/Final%20Report%20Mature%20Workers.pdf The 'Silver Tsunami': Why Older Workers Offer Better Value than Younger Ones –Knowledge@Wharton 25 July 2013 http://knowledge.wharton.upenn.edu/article.cfm?articleid=2644
Report: Aged Care (Living Longer Living Better) Bill 2013 [Provisions] and related bills 25 July 2013 http://www.aph.gov.au/Parliamentary_Business/Committees/Senate_Committees?url=clac_ctte/completed_inquiries/2010-13/aged_care/report/c07.pdf Workforce Ageing the Challenges for 21st Century Microsoft Word - PatricksonRanzijnVol10-4.doc 25 July 2013 http://www.usq.edu.au/extrafiles/business/journals/HRMJournal/InternationalArticles/Volume10Ageing/PatricksonRanzijnVol10-4.pdf PsycNET - Display Record 25 July 2013 http://psycnet.apa.org/index.cfm?fa=search.displayRecord&uid=2005-11559-000 Voit,K and Carson D.B., 2012 “Retaining older experienced nurses in the Northern Territory of Australia: a qualitative study exploring opportunities for post-retirement contribution”.The International Journal of Rural and Remote Health Research, Education, Practice and Policy.