Older workers are a rapidly growing segment of the workforce, and research shows that their job performance is superior in nearly every aspect to that of younger cohorts. They offer the just in time skills employers say they want and are willing to work the flexible schedules modern businesses require. However, this older workforce poses a unique challenge for younger supervisors, who may have difficulty handling subordinates with more experience than they do.

Within your workplace, you might find yourself having to manage staff members that are much older than you and have many more years’ experience. Or, you may be the older staff member having to submit to the leadership of a younger supervisor. This challenge translates into management problems and in some cases a resistance to hiring older workers which will definitely be detrimental to the company.

The aging Baby Boomer generation (now between the ages of 45 and 65) still have so much to contribute to the modern workplace, with vital skills and experience. Many of whom are looking to extend their careers beyond retirement as they are still fit and healthy enough to do so. However, this does mean older members of staff needing to be managed by younger colleagues. What is important to acknowledge in these situations is that the organisation needs the skills and experience of the more mature worker and must find mutually beneficial ways of managing older staff members. Some ideas might include:
 
1.  Recognize the problem 

Supervisors must understand that more experienced subordinates may have a problem being supervised by someone with less experience, and it is not credible to manage such employees with a dictatorial ‘because I said so’ or ‘because I know better’ approach.

2.  Acknowledge the expertise of older subordinates

Acknowledge the experience of older subordinates. Be direct in saying ‘I know you have a lot of experience in this area, and we want to use that experience.’ In this way more mature workers will feel valuable and want to contribute.

3.  Engage the older subordinates in defining and solving problems

Ask them to review the pro's and con's of potential decisions, or to anticipate likely scenarios when you're dealing with uncertain situations. They are likely to respond with unique ideas and perspectives – which help reduce the potential risks.

4.  Overcome biases in supervision

Younger supervisors tend to give lower appraisals to older subordinates independent of the quality of their work. They also are less likely to recognise when training would improve the performance of older as compared to younger subordinates. Knowing these natural (often unconscious) biases can help younger leaders be fairer in their management practices.

5.  Manage follow-up

Experienced subordinates still need to be managed, yet evidence suggests that younger supervisors are reluctant to do so. Supervisors should actively plan to provide praise and constructive feedback. Set goals collaboratively and plan for regular feedback. Acknowledge that everyone appreciates praise, and everyone must be held accountable when performance is below standard.

Overall, it would be a good thing if South African workplaces were filled with more mature workers in the years to come as we need all the skills and expertise we can get, especially in certain sectors of the economy. Let us all do what we can to make this transition to a more mixed economy a success within our organisations.

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