MOTIVATING OLDER WORKERS


					***

	Phil Rozier dearly wished that Edna Kravatz would retire.  To
Phil, the 35-year-old supervisor of the Accounts Receivable
department, it seemed that Edna, who was 62, had been coasting for
years.  But she showed no signs of wanting to leave, and Phil couldn't
bring himself to speak harshly to her about her performance.  After
all, if she didn't work for him, Edna would probably seem like a
perfectly sweet old lady.

	Edna, for her part, loved her job.  It kept her young.  Her tasks
were simple, and after more than 20 years she could almost do them
without thinking.  In fact, that was starting to seem like a problem.
Phil seemed annoyed if she wasn't doing three things at once.  Her
husband, Edgar, told her she should talk to Phil about it, but Edna
was afraid.

					***

	Age is not the problem between Phil and Edna.  The problem is
communication.  Many supervisors from the baby-boom generation
have a hard time dealing with older workers, either because of
unfortunate stereotypes about aging or because they're
uncomfortable talking to older people about job performance.

	But America's workforce is rapidly maturing, and it's becoming
increasingly important to leave old-fashioned ideas about age
behind.  Supervisors can bring out the best in older workers by
looking beyond stereotypes, communicating openly about individual
strengths and weaknesses, and providing ongoing challenges.


DON'T LET STEREOTYPES FOOL YOU

	Age alone is a poor indicator of a person's capability.  Health
and mental agility depend largely upon living conditions and
heredity.  They vary tremendously among people of the same age.
Nevertheless, older workers are frequently stereotyped as difficult to
instruct, stubborn about change, frequently absent due to illness, and
inclined to coast through their last few years on the job.

	Numerous surveys, however, indicate that these beliefs are
generally unfair or misleading.  In reality, older workers have a
lower absence rate than their juniors, and they're as receptive to
training as any other group of workers.  In addition, older employees
show greater loyalty to their employers and more satisfaction with
their jobs than their younger counterparts do.  Although older
employees may require special attention during training, they are far
more likely to remain with the company that trains them than are
younger workers, who frequently take their training with them to
new jobs elsewhere.

	Instead of labeling Edna as a coasting old worker he can't do
anything about, Phil should take a closer look.  Edna's got plenty of
enthusiasm he could tap, and probably a few weaknesses he could
help her work on.  The key is to supervise her as an individual, not a
stereotype.


SAVE STEWING FOR POTATOES

	Although older workers often have many valuable abilities,
telepathy usually isn't one of them.  Edna, for example, has no way of
knowing why Phil is dissatisfied with her work, because he hasn't
discussed it with her.

	Phil could start by talking with Edna about her job in a
positive, non-threatening way.  He might begin the conversation by
emphasizing Edna's good qualities: her reliability, her knowledge of
the work, her cheerfulness, and so on.

	"You have a lot to offer," Phil could tell her.  "And I want to
make sure we're taking full advantage of your talents . . . .  Are we?"

	The point is to discuss performance with older workers as
openly as with any other employees.  Give them a chance to get
involved in setting goals and standards.  Then help them achieve
these standards with frequent feedback and coaching.

	Don't be embarrassed about asking older workers for advice.
If, like Edna, they've worked in the same job for a long time, they
understand how things really get done and are familiar with the
cycles and seasonal patterns that affect operations.  Respecting their
knowledge--and drawing on it--will not only motivate older workers,
but also help you make better decisions.


CHALLENGE WITH CHANGES

	Many older workers would welcome a change in their
responsibilities, especially if they've been doing the same thing for a
long time.  A new challenge could bring them new life.

	For example, older workers' experience and knowledge of the
organization make them ideal for training others.  The resulting
interaction between these "old hands" and younger workers will
benefit both the individuals and the organization.

	Older workers can also make outstanding mentors for new
employees.  They offer plenty of savvy and can frequently provide
guidance that's unclouded by personal ambition.


	Probably the best way for younger supervisors to get past the
stereotypes that hinder their effective use of older workers is to get
to know those employees as individuals.  After all, stereotypes
usually fade away in the light of reality.  If Phil can learn to see Edna
as an experienced, reliable employee who has a valuable perspective
on the department's problems and opportunities, he'll be pleasantly
surprised at what she has to offer the organization--and what she
can contribute to his own success as a supervisor.

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