Older Adults Buffer Against Exploitation - An Ageist Series (2 of 3)

08
Aug 2024
CPHR Alberta
153
A group of people are connected to each other in a network.

Author : Manley Osbak 

Excluding older adults from the workforce encourages the development of exploitative environments. Organizations thrive on instrumental transactions in which something is traded for something. Young adults, aged 25 to 45, are often eager to engage in transactional relationships if the rewards are compelling. The resulting demand – supply co-dependence can produce a workplace culture that reduces people to mere instrumentality. Older adults can buffer young people from the emergence of such exploitative cultures, however, by balancing instrumental and competitive values with constitutive and cooperative values.

People make choices about which goals to pursue, attempting to maximize the benefits while minimizing the costs. This process is known as selection, optimization, and compensation. As our available resources change throughout life, so too do our goals. Young adults often prioritize individual distinction and the acquisition of material and social resources. Driven to achieve personal goals, they leverage social interactions strategically and prioritize competitive interests. In optimizing the benefits of their selected goals, young adults may exclude those who don’t directly contribute to their competitive interests, and thereby fail to foresee, minimize, and compensate for unintended consequences.

The early 20th century saw the emergence of Classical Management, shaped by Frederick Taylor’s Scientific Management, Henri Fayol’s Principles of Management, and Max Weber’s development of bureaucratic organizations. This management philosophy emphasized rationality, predictability, impersonality, technical competence, and authoritarianism. Although not inherently limited to instrumentalism, Classical Management has increasingly focused on the instrumental value of resources—assessing the worth of ideas, actions, or objects solely on their utility in achieving desired outcomes. While this approach may be practical for managing objects, it becomes unethical when applied to people.

Instrumental pursuits involve actions that are not inherently rewarding but are pursued because they lead to a reward. Constitutive pursuits are actions that are rewarding in and of themselves, valued for the inherent satisfaction that they provide. Instrumental pursuits, being extrinsically motivated, place the locus of control externally—dependent on others and specific outcomes. Conversely, constitutive pursuits, driven by intrinsic motivation, keep the locus of control internal, anchored within oneself. 

The Classical Management approach can easily over-emphasize instrumentalism: people become objects and the relationship between the business and it’s employees becomes purely transactional. Reduced to mere instrumentality, people’s feelings, intentions, thoughts, and experiences become largely irrelevant. When young adults select instrumental pursuits, they choose work environments that support and reward instrumentalism. The reciprocal demand – supply relationship creates a reinforcing loop that can lead to exploitive work cultures.

The inclusion of older adults can buffer young adults from the development of overly instrumental work cultures by balancing instrumental and competitive values with constitutive and cooperative values. As people transition into middle-adulthood, their focus often shifts from pursuing actions with instrumental value to those with inherent meaning. Older adults tend to prioritize constitutive actions, that lead to positive affect (stable emotional disposition) and social embeddedness and functional community. They are, therefore, uniquely positioned to infuse the workplace with constitutive and cooperative values.

Recent research demonstrates that values change when the perception of time change. When time is seen as expansive, as it may in young adulthood, people are more willing to delay personal authenticity to acquire resources and establish their positions within the competitive hierarchy. As people age, however, they begin to see time as limited, personal authenticity becomes less negotiable, and people are drawn to activities that hold emotional salience or personal significance. Consequently, while young adults may engage in instrumental actions that yield future benefits, older adults tend to prefer constitutive actions that are meaningful in the present.

While middle-aged and older adults may show less interest in opportunities for professional growth and status compared to their younger counterparts, they often demonstrate a greater inclination towards helping others, investing in relationships, and engaging in organizational citizenship behavior. This shift is crucial as it fosters the development of a more balanced workplace culture that can protect young adults from the toxicity of overly instrumental work environments. 

The exclusion of older adults from the workforce not only deprives organizations of valuable experience and wisdom but may foster exploitative environments that over-emphasize instrumental transactions. Young adults, being particularly susceptible to this situation, may find themselves in roles where their worth is measured solely by their output. In contrast, the inclusion of older adults may introduce a more balanced perspective, emphasizing relational and intrinsic values over purely instrumental ones. This intergenerational approach not only enriches the workplace culture but also acts as a protective buffer for younger employees, shielding them from exploitative practices and contributing to a healthier, more supportive work environment. Recognizing and harnessing the diverse strengths of all age groups is essential for creating a more sustainable, productive, and generative workplace.

The views and opinions expressed in this blog post belong solely to the original author(s) and do not necessarily represent the views and opinions of CPHR Alberta.

Manley Osbak is a Workforce Development Specialist with Work Locomotion where he leads the development and delivery of supervisor training. As a Certified Training and Development Professional with over 25 years of experience in the energy, construction, and manufacturing sectors, Manley focuses on helping supervisors master their roles in an increasingly complex operating environment. Having authored and coauthored numerous journal papers and trade magazine articles, Manley is well known for his investigative approach and crisp delivery. Connect with him on LinkedIn and access his current work on worklocomotion.Substack.com.

The views and opinions expressed in this blog post belong solely to the original author(s) and do not necessarily represent the views and opinions of CPHR Alberta.



Navigating Mental Health in the Workplace Amid Political Uncertainty

By Jessica Jaithoo • October 24, 2025
Author: Calgary Chapter Committee The political climate has become an undeniable force in our lives, influencing not only public discourse but also personal well-being. Whether it is uncertainty surrounding federal policies, international conflicts, or provincial conversations about autonomy, employees are increasingly bringing political anxiety into the workplace. For HR professionals, this growing tension presents unique challenges. The task is not to take sides, but to foster environments where mental health is supported and respectful dialogue can take place. According to the Mental Health Commission of Canada, political anxiety is not a passing trend. It is a persistent stressor with real consequences for how individuals feel and function at work. The Commission highlights how political stress mimics other forms of chronic anxiety, causing sleep disturbances, irritability, and a sense of hopelessness ( MHCC, 2024 ). Constant exposure to polarizing news and divisive topics can leave employees feeling overwhelmed. This emotional fatigue, if left unaddressed, affects focus, performance, and team dynamics. A recent CBC feature underscores the cumulative effect of ongoing political and economic instability. It describes how stress can build over time, eroding emotional resilience and making it harder for people to manage conflict, remain productive, or feel safe expressing themselves ( CBC, 2023 ). These dynamics are not just playing out in public forums; they are showing up in team meetings, informal conversations, and leadership decisions.  HR professionals often find themselves at the intersection of these pressures. They are expected to support others while managing their own reactions to difficult news and evolving policies. They are tasked with implementing wellness strategies, fostering respectful communication, and ensuring compliance with changing legislation. It is a complex and emotionally demanding role. However, there are practical ways HR professionals can help reduce the burden of political anxiety in the workplace. The goal is not to suppress conversation, but to provide thoughtful, respectful guidance and tools that help people navigate uncertainty together. 1. Normalize the Conversation Begin by acknowledging that political stress exists and can impact work. A short message in a wellness newsletter or internal briefing can go a long way. When people feel that their experience is valid, they are more likely to seek help and less likely to internalize stress. Headspace, a leader in workplace wellness, emphasizes that validating emotions is a foundational step in reducing their intensity ( Headspace, 2024 ). 2. Communicate Proactively and Clearly When organizations face potential impacts from political or economic changes, silence can worsen fear. Clear, honest communication builds trust. The Mental Health Commission of Canada cites a national survey in which over half of respondents said that uncertainty was more stressful than bad news itself ( MHCC, 2024 ). Leaders should not speculate, but they should share what is known and outline the steps being taken to support employees. 3. Expand Mental Health Support Ensure that all employees know how to access support, whether through an employee assistance program, mental health benefits, or external community resources. Consider adding or promoting mindfulness programs, mental health first-aid training, or virtual therapy services. Managers in particular need support, as they are often the first people employees turn to during moments of stress. 4. Provide Strategies to Employees for Managing Political Anxiety in the Workplace Limit news exposure to reduce anxiety and protect mental health through digital detoxes. Highlight shared values such as respect, integrity and collaboration to help anchor people – reinforce a strong organizational culture rooted in community. Encourage volunteering and community engagement to restore control and purpose, which are critical to mental well-being. Support ongoing self-care and stress management practices. 5. Reinforce Respectful Conduct and Psychological Safety Review your organization’s code of conduct, respectful workplace policies, and social media guidelines. Ensure that employees understand expectations around respectful communication. Reinforce that differing opinions are welcome, but harassment or retaliation are never acceptable. A psychologically safe workplace benefits everyone by fostering trust, encouraging open communication, and enhancing overall productivity and well-being. 6. Equip Managers with Tools Offer training for people leaders on how to recognize signs of stress and respond with empathy. Provide scripts or toolkits for addressing politically charged questions in a way that keeps conversations respectful and focused on shared purpose. HR professionals do not need to have all the answers to the political questions of the day. Their role is to create structures that protect employee well-being and promote a respectful, inclusive workplace. By encouraging open dialogue, providing clear communication, and expanding access to wellness resources, HR leaders can reduce the impact of political uncertainty and help their teams thrive. As the landscape continues to evolve, it is critical to stay grounded in compassion and clarity. Utilizing the above tools and strategies, HR professionals can be a steady and reassuring presence for their organizations in uncertain times.

Making Waves & Inspiring Connections in Our Mentorship Community of Practice

By Jessica Jaithoo • October 23, 2025
Every mentorship match has the potential to create a ripple – one that extends far beyond the program itself. In our January–June 2025 intake, the CPHR Alberta Mentorship Program received over 225 applications across four unique streams, resulting in 100 mentor-protégé pairings, 17 peer matches, and 7 student group cohorts. This momentum reflects the strength of our HR community and its commitment to shared growth and learning. This year, we invited participants to reflect on three powerful questions: How has this mentorship experience shaped your perspective, and how do you plan to share the wisdom you’ve gained with others in our community? How will participation in the mentorship program create a wave in your career and support the impact you leave on your workplace and broader community? What has been your 'golden nugget' from this experience that will leave a lasting ripple in your career? Their responses were as thoughtful as they were inspiring. Testimonial #1 One of the main benefits of mentoring relationships, aside from the enjoyment of getting to know a colleague, is the ability to consider current situations I am dealing with in light of the other person's experiences. Often, these relationships help me with fresh insights I can use to benefit my team and organization. Over the past few years, I have enjoyed the mentorship program, and have taken the opportunity to encourage others to consider the benefits of the program when chatting at CPHR functions, etc. - Bob Wiebe Testimonial #2 Through participation in the CPHR Alberta Mentorship Program, my sense of belonging in the profession has grown and I have gained a personal sense of connection to the community of practice that spurs me to continue to professionally grow to enable others to find their voice and professional belonging in our community to leave a lasting impact. - Amanda Van Haaften Testimonial #3 My golden nugget from this experience has been the realization of how powerful intentional communication and active listening can be in building trust and relationships, solving problems, and influencing outcomes. This insight has shifted how I approach conversations—whether with colleagues, clients, or leaders. It’s a simple concept, but its impact is lasting. - Archana Malhotra Throughout the intake, our Mentorship Committee stayed meaningfully connected with participants through support groups, live webinars, monthly mentoring e-newsletters, and on-demand micro-sessions – with more to come. Each touchpoint offered space to pause, reflect, and grow – together. Mentorship is never one-directional – it’s a cycle of giving, learning, and leading. We’re thrilled to welcome our new applicants for the upcoming intake and continue building a community rooted in connection and growth. Whether you're a mentor or protégé, you’ll gain valuable insights, meaningful relationships, and the chance to leave a lasting impact.

Strong Internal Controls Make Good Business Sense

By Jessica Jaithoo • October 16, 2025
Internal controls are not just a box on a checklist; they are a trust-building tool. When HR leads with transparency, integrity, and strong processes, it sends the message that the organization values trust and accountability. Internal controls can also protect against errors, fraud, and damage to its reputation. Internal controls support fair hiring, secure data management, and consistent documentation, helping HR stay aligned with laws, privacy standards, and compliance expectations. What are internal controls? Internal controls are an organization’s procedures, policies, and processes. They ensure: Compliance with laws, regulations, and policy Accuracy in reporting Overall efficiency and transparency in operations Internal controls include setting out approval authority, role-based system access, audit trails, and segregation of duties. Once your controls are in place, continuous monitoring them further reduce risk by identifying issues early and providing timely feedback on areas where additional training may be needed. Examples of HR internal controls and why an accountant might consider them important Hiring Background checks ensure individuals hired to handle sensitive data don’t have histories of financial misconduct Signed employment agreements support key inputs into the payroll process and can serve as audit documentation Approval workflow for hiring decisions help prevent unauthorized payroll expense s Payroll Segregation of duties between the person hiring and the person setting up payroll can prevent conflicts of interest and fraud Reconciliations of payroll reports with HR records help ensure records match the source data, which supports accurate financial reporting Compensation An assignment of authority for employee events (e.g., salary change, promotions) ensures changes are authorized and reduces the risk of unauthorized payments Supervisor approval on timecards ensures information sent to payroll is accurate Employee records Secure employee records ensure payroll, benefits, and compensation figures used in financial reporting are reliable and safe Tracking changes made to records provides a trail for internal and external auditors Policy and compliance Key company policies requiring an employee’s signature can mitigate financial risks and ensure employees are expected to be aware of an organization’s policies A whistleblower policy provides a mechanism to uncover fraud or misappropriation of an organization’s assets Access and data controls Role-based access to systems limits access to financial systems and reduces the risk of data manipulation Monitoring controls Exception reporting (e.g., duplicate payments) supports quick identification of errors and accuracy of financial reporting Internal HR audits help ensure HR-related financial activities have proper controls and the controls are working as designed By having an HR department that designs and implements internal controls, you are creating a stable system of checks and balances, minimizing risk in more ways than you might expect! About the author: Kristy Mielke CPA, CA fosters the professional growth of Alberta’s 32,000 Chartered Professional Accountants (CPAs) as the Director of Professional Development and Learning at CPA Alberta. She has previously worked in public practice and internal audit, and in addition to being a CPA, she is a Certified Internal Auditor and Certified Fraud Examiner.
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