What’s UP (Weekly, Hot, Applicable Topic Summary - Unbiased Perspective)
The Changing of the Guard – Part III
This week’s blog is the third entry of a three-part series on workplace diversity, aging, and the corporate workforce. The changing of the guard is inevitable – turnover occurs. Employees may leave the company for a better opportunity elsewhere. Corporate downsizing as a result of a merger, acquisition, or offshoring of jobs may result in the termination of valuable, knowledgeable workers. Recently hired employees may prove to NOT be a fit for the organization. Or in some cases, employees simply retire. The method in which the organization handles the knowledge management process and the termination of “senior” employers with the knowledge and experience to help the organization achieve its goals and objectives will be crucial.
Existing Literature on Age Discrimination and Workplace Diversity
Two of the recommendations stated in the conclusion of my book on Corporate Leadership Selection are derived from the existing research on workplace diversity and the aging American workforce. First, U.S. corporations must develop an inventory skills database of the current knowledge, skills, and abilities within the company. Second, U.S. corporations must have a comprehensive succession planning process in place to ensure the corporate pipeline is “stocked” with capable, competent executives who will maintain (and potentially improve) corporate operations.
A skills inventory of the organization’s workforce will identify the existing employee competencies. This can/should be used in conjunction with the organization’s long-term strategic plan. It will highlight any gaps between the organization’s future plans and the human capital needed to get there. For example, if the organizational goal is to transition its existing business applications to a new technology, it is imperative that there are knowledgeable workers involved that know the business application’s capabilities AND the new technology to support those business applications. Merely terminating “senior” employees with the business application knowledge will not help the organization effectively implement the new technology. The short-term gain of reduced salary by terminating the experienced worker(s) will be negated by the learning curve and training expense of developing inexperienced employees.
In addition to the inventory skills database, a comprehensive succession planning process must be in place. Executed properly, succession planning serves as a duel process of identifying potential, future organization leaders and overseeing organizational knowledge transfer through talent management and employee development. However, these initiatives may not be successful if the workers with the experience have been released from the company. External consultants and trainers may be able to teach the concepts of the new business application or the new technology, but they can NOT teach employees about the organization’s culture, values, and attitudes.
Consequences of Age Discrimination in the Workplace
U.S. corporate culture has evolved into one of persistent vigilance. Ethical leadership behavior is closely monitored both inside and outside of the organization. When the aforementioned inevitable turnover (job elimination) occurs, leadership must conduct this activity with the highest degree of integrity by retaining employees based on their competence and future contributions to the company.
There are two significant, negative impacts to the organization when terminating, or not hiring, employees based on their age. First, age discrimination is against the law. There are legal consequences, often with substantial financial penalties, for not complying with federal regulations. Second, employee morale of the remaining workforce will be low – productivity will suffer. Although no research studies have been observed to substantiate the impact to employee productivity, a viable case can be made that an ample portion of time allotted to getting work done will now be spent in conversations on leadership behavior in eliminating competent, knowledgeable workers based on their age.
In today’s technology-based environment, there are corporate “chat rooms”, websites, “You-Tube”, and yes, blog entries to communicate corporate activity. Inside the corporation, the use of technology to discuss leadership’s attitudes and behavior is not needed. The amount of time and energy spent in “hallway talk” and conversations around the water cooler about leadership practices can offset any anticipated cost savings of any corporate decision.
As a result, the best mode of operation is for organizational leaders to execute employee selection and employee termination with a high degree of integrity. Further, these decisions must be made based on knowledge, competence, and future potential contributions to the organization, instead of based merely on the age of those considered. More information on corporate leadership can be found in Corporate Leadership Selection: Impact on American Business, Employees, and Society (Authorhouse Publishing). Feedback to the bi-monthly blog entry is always welcome.
Monday, July 27, 2009
Sunday, July 12, 2009
What’s UP (Weekly, Hot, Applicable Topic Summary - Unbiased Perspective) July 12, 2009
The Changing of the Guard – Part II
From 1989 to the present, several studies have been conducted on age discrimination in the workplace. Manufacturing and construction workers were most often subject to workplace age bias. However, other industries such as information technology, business consulting, and marketing (white collar professions) are also victims of this phenomena. This week’s blog will address the concept and practices of age bias. This is Part II of a three-part series on workplace diversity, aging, and the corporate workforce.
Age Discrimination Practices
Research studies have found that workers at the age of 50 years old and older experience varied degrees of age discrimination. Some of the types of discrimination identified were termination (yes, employees have been fired merely because of their age); harassment from other workers not in their age range (as of yet); and exclusion from even being considered for hiring. Some of the reasons used to exclude older workers were: inability to fit the company profile; not having the required skills to do the job; lack of drive; not a self-starter; set in their ways and not willing to learn new things; too intimidating to younger workers, and financial costs (insurance and medical benefits would be too expensive for the company to incur).
In some reported cases, women were subjected to further discrimination. Companies viewed married women over 50 years old as secondary family earners. The concept of interviewing, selecting, developing, and promoting candidates based on their competence and potential benefits to the organization has been summarily discarded.
Age Bias in the Workplace – A Perplexing Concept
Selecting, or more prominently in today’s work environment, not selecting a viable employee based on their age is a difficult, perplexing concept to grasp for four reasons. First, the basic premise of the recruiting, interviewing, and selecting process is to gather a pool of talented, knowledgeable, and competent candidates and select the best candidate(s) from this pool. If competent workers are omitted because of their age, the talent pool (and the organization’s talent pipeline) may be incomplete. Second, the crucial knowledge transfer process cannot be effectively executed if the personnel involved in the process do not have the knowledge. This is not to say that employees under the age of 50 years old are not knowledgeable. However, there is something to be said for the proverbial “voice of experience” which can readily be identified in employees with 20 – 30 years of work expertise. Further, when the details of workplace discrimination spread through the workforce, team productivity and employee morale suffers. There is more effort put into gathering information and opinions about this activity than actual work being done.
Third, age discrimination in the workplace is extremely short-sighted. Workplace diversity in all forms is sound business savvy. Do corporations really want to omit and discourage the age group with the most discretionary income from purchasing their products and services? Given the existing economic business environment, American corporations are best served by catering to all customers and including them in the workforce - regardless of demographic background. Finally, the practice of age discrimination defies the golden rule (do unto others…). Regardless of one’s other demographics, EVERYONE will age and eventually become a member of the 50 and over age group.
I have received confirmation from a number of executive search firms, staffing agencies, and consulting companies that their corporate clients do not want employment candidates over the age of 45. The agencies are being instructed (implicitly and explicitly) to only present candidates in a certain age group. I have not conducted any research to identify who in the organization’s leadership ranks have made this demand. However, research has shown that the average age of corporate board members (which typically includes the CEO) is over 50 years old. It would be interesting to know what level of corporate leadership has initiated and supported this demand. It would also be interesting to know what their current age is.
“To Be Continued”
There is a significant impact on corporate stakeholders and society based on how corporations manage workplace diversity. The next bi-monthly entry (Part III – Changing of the Guard) will address a viable means for preventing age discrimination in the workplace, and how adapting and embracing a diverse workforce which includes knowledgeable, competent workers over 50 is successful. More information on corporate leadership can be found in Corporate Leadership Selection: Impact on American Business, Employees, and Society (Authorhouse Publishing). Feedback to the bi-monthly blog entry is always welcome.
From 1989 to the present, several studies have been conducted on age discrimination in the workplace. Manufacturing and construction workers were most often subject to workplace age bias. However, other industries such as information technology, business consulting, and marketing (white collar professions) are also victims of this phenomena. This week’s blog will address the concept and practices of age bias. This is Part II of a three-part series on workplace diversity, aging, and the corporate workforce.
Age Discrimination Practices
Research studies have found that workers at the age of 50 years old and older experience varied degrees of age discrimination. Some of the types of discrimination identified were termination (yes, employees have been fired merely because of their age); harassment from other workers not in their age range (as of yet); and exclusion from even being considered for hiring. Some of the reasons used to exclude older workers were: inability to fit the company profile; not having the required skills to do the job; lack of drive; not a self-starter; set in their ways and not willing to learn new things; too intimidating to younger workers, and financial costs (insurance and medical benefits would be too expensive for the company to incur).
In some reported cases, women were subjected to further discrimination. Companies viewed married women over 50 years old as secondary family earners. The concept of interviewing, selecting, developing, and promoting candidates based on their competence and potential benefits to the organization has been summarily discarded.
Age Bias in the Workplace – A Perplexing Concept
Selecting, or more prominently in today’s work environment, not selecting a viable employee based on their age is a difficult, perplexing concept to grasp for four reasons. First, the basic premise of the recruiting, interviewing, and selecting process is to gather a pool of talented, knowledgeable, and competent candidates and select the best candidate(s) from this pool. If competent workers are omitted because of their age, the talent pool (and the organization’s talent pipeline) may be incomplete. Second, the crucial knowledge transfer process cannot be effectively executed if the personnel involved in the process do not have the knowledge. This is not to say that employees under the age of 50 years old are not knowledgeable. However, there is something to be said for the proverbial “voice of experience” which can readily be identified in employees with 20 – 30 years of work expertise. Further, when the details of workplace discrimination spread through the workforce, team productivity and employee morale suffers. There is more effort put into gathering information and opinions about this activity than actual work being done.
Third, age discrimination in the workplace is extremely short-sighted. Workplace diversity in all forms is sound business savvy. Do corporations really want to omit and discourage the age group with the most discretionary income from purchasing their products and services? Given the existing economic business environment, American corporations are best served by catering to all customers and including them in the workforce - regardless of demographic background. Finally, the practice of age discrimination defies the golden rule (do unto others…). Regardless of one’s other demographics, EVERYONE will age and eventually become a member of the 50 and over age group.
I have received confirmation from a number of executive search firms, staffing agencies, and consulting companies that their corporate clients do not want employment candidates over the age of 45. The agencies are being instructed (implicitly and explicitly) to only present candidates in a certain age group. I have not conducted any research to identify who in the organization’s leadership ranks have made this demand. However, research has shown that the average age of corporate board members (which typically includes the CEO) is over 50 years old. It would be interesting to know what level of corporate leadership has initiated and supported this demand. It would also be interesting to know what their current age is.
“To Be Continued”
There is a significant impact on corporate stakeholders and society based on how corporations manage workplace diversity. The next bi-monthly entry (Part III – Changing of the Guard) will address a viable means for preventing age discrimination in the workplace, and how adapting and embracing a diverse workforce which includes knowledgeable, competent workers over 50 is successful. More information on corporate leadership can be found in Corporate Leadership Selection: Impact on American Business, Employees, and Society (Authorhouse Publishing). Feedback to the bi-monthly blog entry is always welcome.
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