The following are some examples of employers who embody leading practice on generational/mature age:
- The Australian Federal Police
- ANZ Bank
- Queensland government
- ADSA, UK
- Riverlife Adventure Centre
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The Australian Federal Police
The AFP shares a looming problem, which is the ageing workforce. By 2010 there will be 3.3 million over 50s in the Australian workforce. The Australian population is getting older. Reduced fertility rates and increased longevity within the Australian populace have long been flagged as a ‘ticking time bomb’. Arguably the explosion is now upon us, with recruiters in every field of industry having to compete to attract suitable candidates from a diminishing pool of promising youngsters. The AFP is no exception, and in many ways the AFP’s position in this competitive environment is complicated by the very nature of its business.
Among the existing sworn employees, the AFP currently enjoys an attrition rate of 3.04%, which is by most modern standards very low. Notwithstanding, behind this very low number is a mountain of experience. The group most closely studied within the AFP with regard to the ageing workforce has been those over the age of 45. This group represents a collective experience base of some 14,250 years. In commodity terms, this experience base is an expensive investment.
Many of the possessors of this commodity will, in the next decade, decide to depart the AFP into retirement. For many of these people the attractiveness of moving into retirement at a relatively early age, with their health and financial security intact, is further enhanced by their membership of public sector superannuation schemes which encourage them to do so. While losing these people one day is inevitable, the challenge of maximising their benefit to the AFP prior to and post departure is a significant challenge to the organisation. The mentoring value of many of these people, while difficult to quantify, is something to which those who have received sound advice and direction from their seniors in the past will attest.
As members and employees of the AFP, the ‘baby boomer’ generation has been responsible for many of the successes the AFP has enjoyed since its creation in 1979. The challenge for the AFP will now be the capitalisation on the investment in that generation. Some of the issues are peculiar to the AFP, and some are generic to all industries. Making the workplace an enjoyable and rewarding place to be for over 55s should arguably be the first priority. Incentives that are attractive to younger generations such as promotion, maternity and paternity leave are of less relevance to many seniors within the organisation. Issues such as flexibility of hours, release from the rigours of senior management positions, and the ability to effectively support elderly parents, children and grandchildren are emerging issues for mature-age employees.
Some of the initiatives undertaken within AFP are:
- The recognition of a broader family definition for the use of personal leave, which includes grandchildren and parents;
- Re-engagement post-55, of former staff in mentoring and coaching roles;
- Re-engagement of staff post-55, into defined project roles; and
- Flexible work practices and rosters to encourage participation.
For more information about careers at the AFP, visit: http://www.afp.gov.au/jobs.aspx.
Source: DCA’s Diversity Matters April 2008
