Managing Seniors, Art – Forbes France

Companies have taken measures to keep older workers employed. Seniors themselves have adapted to organizational transformations. And the results are in: according to a September 2023 study by Dares, the employment rate of 55-64 year olds was almost 60% in 2022, compared to 30% in 2000. Changing mentalities takes time. time and companies are (re)discovering the strengths of seniors in a tight market where available skills are scarce. Seniors can play cards as managers and professionals in growing sectors, especially in categories such as employees and workers, which are the most sensitive.

Contributed by Dominique Podesta, Partner at Louis Dupont, Transition Management Company – From Issue 24 – Fall 2023 of Forbes France

Some professions are under strain in the health network, silver economy sectors, such as nurses and personal assistance workers and in industriess, construction and transport, such as mechanics, drivers or handling technicians. In this tense context, companies must now accelerate action plans to support the quality of life of seniors at work. For their part, seniors are primarily looking for a work environment respecting their limitations. Managers must listen to their needs, support their skills and help them work safely.

Seniors are far from preconceived notions real employability and demonstrated their ability to adapt to transformations in societies. Retaining senior talent requires decision-makers and HR managers to reinvent themselves at the risk of losing the necessary know-how to achieve strategic milestones. Companies are keen to consider their expertise available wealth younger generation. When you are 50 and over, the desire to pass on and the appetite for challenges are at the heart of your commitment. Skill has no age.

However, senior management requires some adjustments. Executives must be considered and valued for their expertise. Listening and dialogue are essential to defining motivational goals with them. Junior managers must learn to work effectively with senior employees without having to worry about their authority and legitimacy. If some seniors do not know everything in the digital age, they will always be good advice. They are the pillars of organizations undergoing rapid transformation. It is important to listen to seniors and ensure their well-being at work: adjustments to schedules, shifts, attention to safety and life restrictions, especially for women, etc. Simple adjustments can help them, allow us to remain efficient and fulfilled.

Seniors are coming out of the Covid period braver, freer. They are no longer afraid to leave their company to retrain, create their own structure or start a business or interim management. Managing the elderly has become a a strategic issue of CSR for the company.

Working with seniors means preserving our wealth and sustaining our unique know-how.

Read also: MANAGEMENT | Why the employee benefits revolution is an opportunity to better retain talent in the workplace

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