5 suggestions for how employers can empower older workers during the pandemic

Older workers have been hit hard by the pandemic. New research from the CDC and AARP report that 80% of deaths and 30% of job or income loss in older populations have been caused by COVID-19.

“Existing inequalities that older persons face in terms of access to health, employment and livelihood are exacerbated by COVID-19.,” said Claudia Mahler, the United Nations independent expert on the enjoyment of all human rights by older populations. “They are chronically invisible.” 

New research from Portland State University explores how illness, stress, loss of jobs and workplace discrimination impact older workers. The research offers insights to employers and employees on how to mitigate the risks and impact of the pandemic on aging populations, like stress management training and creating supportive work environments.

Senior Instructor of Management David Cadiz, co-author of the recently published article, “Workability: A Metric to Inform Policy for an Aging Workforce,” suggests five key tips for employers in supporting their aging workforce. While all employees can benefit from these recommendations, they can have a more dramatic impact on older workers.

1. In light of the current pandemic, it becomes even more important for organizations to offer workplace flexibility. Allowing for the ability to work virtually, being flexible with project due dates, and aiding with caregiving resources (i.e., child, grandchild, adult care) can reduce conflicts between work and family responsibilities. This results in the older worker not having to choose between remaining in the workforce or upholding their responsibilities outside of the workplace. 
2. Allowing employees to craft their own jobs. Research supports that workers are able to effectively think about how to best optimize their performance, especially long-tenured employees who have accumulated a deeper understanding of their abilities and how they fit with their job.
3. Offering career development opportunities. Training and development should not end after early- and mid-career because gaining knowledge, skills and abilities throughout the lifespan can prevent obsolescence and keep older employees engaged and better positioned to continue to valuably contribute to the organization.
4. Developing health promotion resources. Resources like stress management training and incentives to participate in physical activity programs can help older workers maintain good health for a longer period of time.
5. Creating and promoting a fair and just workplace. Through his research, Cadiz has observed that perceptions of age discrimination and general discrimination result in employees not feeling like they are able to meet the demands of their job, and also negatively impact well-being, performance and work motivation. Make sure that outcomes are equitably distributed (i.e., pay, promotions), fair processes are used in decision-making, and employees are treated fairly and given a voice by their supervisors, teams and the organization.

As workforces continue to age, it’s essential that impactful societal and organizational practices address this change and provide solutions, especially during the COVID-19 pandemic. 

The co-authors of this article were Grant M. Brady, The College of Business and Economics, California State University East Bay, Hayward; and PSU Professor Emeritus Donald Truxillo, Kemmy Business School, University of Limerick, Ireland. The article appeared in the Journal of Public Policy & Aging report.