Our workforce is growing grayer by the day, and how we respond to that as individuals and companies may determine how successful we are in the future. I can’t claim to offer an unbiased perspective on this issue: I’m approaching 30 years in my industry, so I’m no spring chicken myself. One of the great things about sales is that it tends to be a production-driven game. As long as I produce, I’ll have a job until I’m 90 if I want it. Without production, even a young, energetic fellow will find himself looking for a new line of work quickly.
But it isn’t always so clear-cut in non-sales positions. How do you realistically quantify the value provided by a salaried employee in a given non-sales position and determine whether you could receive roughly the same level of performance from a younger (less expensive) hire? Businesses have to weigh the issues presented by the aging workforce carefully.
Some people feel we should push older workers into retirement and replace them with younger workers. The commonly-cited motivation behind this school of thought is that the younger employees are healthier and more energetic and will bring fresh ideas and insight. They have more experience with technology and are more willing to learn new skills.
Others feel that it’s a good idea to keep the older workers around for their experience and management abilities. A lot of them have stayed with the same company for a while and know how things are done around there. They’ve been doing their jobs longer than some of these young people have been alive and have seen both the good and bad sides of them and learned how to handle the challenges. Since they know the job so well, they’re great resources to help train newer employees.
My view is that the latter is the way to go. Living life as long as I have has taught me never to underestimate the value of experience. Look no further than in pro sports, with the managers from the last World Series, coaches from the last Super Bowl and the coach of this year’s NBA Championship team all in their 60s. They’re coaching cocky young millionaire athletes – and helping them win championships – even though they are old enough to be their grandfathers.
In sports as in business, people respect intelligence and a proven track record regardless of age.
I see it clearly in my industry, where a large percentage of our top producers are middle-age and older. People who have been successful for long periods usually have long-term relationships with valued clients and a system that works. These guys didn’t reach the top overnight. They spent an entire career developing their skills and relationships and are now reaping the benefits of that work.
I recommend that companies show senior employees the respect they’ve earned and utilize their skills and experience to continue the success they’ve built. Just because we’re older doesn’t mean we’re done.
Have a great weekend,
Ro