The Role of Older Adults in the Workplace - An Ageist Series (3 of 3)

15
Aug 2024
CPHR Alberta
148
A network of people connected by lines on a gray background.

Author : Manley Osbak 

Ageist stereotypes are a fallacy, not only because they mischaracterize people, but because they obscure the underlying concern of competition that is the principal motivation behind such stereotypes. Common approaches to combatting ageism are paradoxically ageist themselves, as they often emphasize egalitarian motives rather than acknowledging the social capital that older adults bring to the workplace. Older adults enhance workplace functionality by balancing competitive and cooperative values, and they play a crucial role in developing others organically through intergenerational exchange and citizenship behaviour. Considering the ongoing demographic shift, and the inevitability of aging, it’s imperative that we understand and incorporate the strengths that older adults bring to the workplace.

Life is a continuous process of loss and gain. As we progress through different stages of life, our resources continually evolve, prompting us to modify our goals while minimizing losses and maximizing gains. According to the selection, optimization, and compensation model of adult development, loss is experienced throughout our lives, but so is gain. While egalitarian arguments promote a polite response to the losses, they fail to recognize and leverage the gains. 

Erik Erikson, a prominent 20th-century psychoanalyst, created a theory of life-span development that comprised of eight (later nine) stages. The seventh stage, which Erickson considered the key development of adulthood, was characterized by generative action. Generative acts are those that create, maintain, and offer benefits for the next generation, nurture individuals, and produce outcomes with communal benefits. These actions serve to enable, promote, establish, guide, and contribute through conservation, restoration, preservation, cultivation, and maintenance. Generative acts also preserve cultural continuity over time by enacting rituals, linking generations, and ensuring cultural continuity.

Generativity reflects a fundamental optimism about human potential. It is rooted in hope, a psychosocial strength that originates from the earliest of Erikson’s developmental stages. The concept of generativity incorporates the strength of fidelity, which develops in healthy adolescent growth. In the generative stage, the strength of care comes to the foreground, reflecting the capacity to care for what a person has learned to care about. With hope understood as an expectant desire, fidelity as commitment, and care as the dedication to nurture, the foundations of generative action are grounded in belief, commitment, and concern, making it emotionally significant.

Erikson associated the rise of generativity with the onset of middle adulthood. This association intriguingly aligns with the findings of Stanford psychologist Laura Carstensen, who noted a substantial increase in the importance that adults place on socioemotional information and emotionally salient outcomes in mid-life. Similarly, Canadian labour statistics for 2022 reveal a 31% drop in labour force participation among individuals aged 55 to 65. While some may attribute this trend to early retirement, we know that people remain in workplaces that reflect their values. The 31% drop in Canadian labour suggests a profound misalignment between the values of mid-life adults and prevailing workplace values.

If the workplace emphasizes instrumentality and assesses the value of people based solely on their immediate contributions to instrumental outcomes, it becomes clear that these workplace values would not align with the generative values of older adults. Older adults, experiencing a shift in priorities towards generativity and socioemotional goals, may find such environments unfulfilling or even alienating. This disconnect can contribute significantly to their withdrawal from the labour market. Recognizing and addressing this misalignment is crucial to fostering a workplace that is not only inclusive – but is strategically inclusive for a purpose.

Creating a workplace that is more inclusive of older workers should not be viewed as an expression of egalitarian ideals, but rather as a recognition of the strategically valuable strengths that older workers add to the social capital of the organization. The generative interests of older adults exemplify a communal orientation, focused on contributing to the development of others and enhancing the social context that underpins human development. It is crucial to understand that unmitigated instrumentalism is not conducive to sustainable and scalable production. Sustainability and scalability can only be achieved when instrumental and competitive values are balanced by constitutive and cooperative values because the resulting balance permits the social structures that promote individual growth and commitment.

Our objective is not merely to be more inclusive. Our objective is to be more effective. To do so, we have to move beyond the unconscious primordial concerns expressed in ageist stereotypes, transcend the toxicity of unmitigated instrumentalism, and fully recognize the generative value of the social dimension within the workplace. It’s essential to understand the role of older adults and generative action in developing social capital and transmitting value across this social dimension. Creating an age inclusive space doesn’t mean simply adjusting to the presence of older adults, it means actively leveraging their unique contributions to foster a more dynamic, sustainable, and productive work environment. By doing so, we can transform our workplaces into functional communities that utilize the full spectrum of human potential and drive collective progress.

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.



Leadership Risk Isn't Just a C-Suite Concern

By Marina Perkovic • July 29, 2025
Companies that invest in leadership development see real returns. According to Brandon Hall Group, organizations with strong leadership development programs are 1.5 times more likely to be financially high-performing, reinforcing the clear connection between leadership strength and business success (Brandon Hall Group, 2015). For small to mid-sized businesses, this risk can be especially high. As teams expand and complexity increases, the informal leadership structures that worked early on can start to crack. That’s where proactive leadership development and risk mitigation go hand-in-hand. The Leadership Gap Is a Hidden Business Risk According to a recent CPHR Alberta report, talent development and leadership gaps remain one of the top five organizational risks (CPHR Alberta, 2023). The consequences are rarely immediate, but they compound over time: • Missed growth opportunities • High-potential employees leaving due to lack of career clarity • Poor team morale when unprepared managers struggle to lead • Strategic drift from lack of alignment at the top A growing company without a leadership pipeline is like a car without a spare tire, it might keep rolling, but one unexpected bump can send the whole operation into a tailspin. Risk Mitigation Starts with Leadership Insight The first step in mitigating leadership risk is to move from guesswork to clarity. That means using structured tools like leadership assessments, succession planning frameworks, and targeted coaching to surface the actual capabilities of current and emerging leaders. In professional services firms, for example, it’s common to see technically strong employees promoted into management roles. While they excel in their areas of expertise, they often lack key leadership capabilities like delegation, feedback, and emotional intelligence (Gallo, 2016). Without proper development, this can lead to stalled projects, disengaged teams, and higher turnover. Leadership assessments and focused coaching are essential to identify these gaps early and build the skills needed to lead effectively. Common Leadership Risks in SMBs Every organization faces different risks, but these are some of the most common leadership vulnerabilities seen in growth-stage companies (SHRM, 2022): • Lack of succession planning: Only one person knows how to run a key function, creating bottlenecks and burnout. • Unclear decision-making authority: Teams waste time waiting for approvals or duplicating efforts due to ambiguous roles. • Promotion without preparation: High performers are promoted into leadership roles without training, leading to micromanagement or misalignment. • Poor feedback culture: A lack of honest dialogue means small issues snowball into bigger people problems. • Leadership misfit: A leader’s natural style may clash with the culture or needs of a specific team or situation. Mitigating these risks requires more than a one-time workshop. It takes intentional development, structured tools, and reinforcement over time (SHRM, 2022). What Effective Mitigation Looks Like The most successful companies don’t wait for a leadership crisis to take action. They build leadership strength proactively. Here’s what that looks like: • Leadership assessments are used during hiring and promotions to identify fit, style, and potential blind spots. • Customized coaching programs help leaders build the exact skills they need in real time, tied to their actual challenges (International Coaching Federation, 2022). • Leadership training cohorts (such as PowerUp Leadership’s “Coaching Skills for Managers” or “Authentic Leadership” programs) create a shared foundation across the organization. • Succession maps identify who is ready or could be ready for key roles in 12–24 months, creating a proactive development plan (SHRM, 2022). As companies grow, the complexity of people management increases exponentially. Systems, tools, and strategy all matter but none of them work without effective leadership behind them (McKinsey & Company, 2018). Investing in leadership development isn’t a “nice to have” for big companies, it’s a risk management strategy for every business serious about sustainable growth. 

Layoffs Are Inevitable, Abandoning People Isn’t

By Marina Perkovic • July 15, 2025
Author : Ada Tai Over the past month, I spoke with three professionals who had recently been laid off. April , a former schoolmate, has over 20 years of experience and has held management roles at several organizations. Most recently, she led a team at a large oil and gas company, where she was instrumental in building out a new service area. Despite her accomplishments, a combination of economic challenges and a lack of connection with her new boss led to her dismissal. Having been involved in layoffs before, she understood the process, but when she called me, she admitted it was much harder to be on the receiving end. She felt overwhelmed by a mix of emotions: denial, anger, betrayal, and a deep sense of failure. Carol , once a mentee of mine, built a strong foundation in the finance sector, and her persistence earned her a team lead role at a competitive mid-sized firm. Therefore, her call caught me off guard; she was trying to make sense of being included in a round of layoffs that affected 12 others. Having just been promoted, she struggled to understand why she had been chosen. She reached out for support as she navigated both the practical and emotional aftermath. Joe had been a student in one of my classes. With a master’s degree and excellent communication skills, he established a respected career in the regional non-profit sector. We maintained contact and often crossed paths through work. Joe was frequently involved in launching new initiatives and was recognized by both his boss and the board for his contributions. However, when the sector faced financial strain, he and his manager were among the 15% let go. He contacted me a month after the layoff; he had taken time to process everything and was now reflecting on what direction to take next. These stories are not uncommon. In fact, with ongoing economic uncertainty, many professionals, regardless of their experience or performance, are facing unexpected career changes. While layoffs are always challenging, the way they are handled can significantly impact both the individuals affected and the organization. This highlights a critical challenge for organizations: how can companies manage necessary workforce changes with both strategic foresight and genuine care? In addition to engaging the Human Resources department early in the planning and execution process, many businesses are increasingly recognizing the value of utilizing third-party outplacement services. Outplacement services are employer-sponsored programs designed to support both the business and departing employees during layoffs or organizational restructuring. Typically included as part of a severance package, these services offer more than just logistical support; they help individuals navigate a difficult transition with confidence. Outplacement services can be customized based on the needs and budget of the employer. Offerings often include planning for workforce reductions in collaboration with the business, delivering termination messages, and providing one-on-one career transition coaching and emotional support to affected staff. More importantly, these services help affected employees regain focus by offering practical job search guidance, resume coaching, and career direction tailored to their experience and industry. For employers, outplacement services can deliver a clear return on investment. Companies that provide structured transition support often experience fewer legal disputes and benefit from a stronger employer brand, which can positively influence talent attraction and retention. Showing care during a difficult time speaks volumes to internal teams, affected employees, clients, and the broader market. Having worked closely with businesses and professionals throughout this process, I’ve witnessed the significant difference that experienced, neutral third-party support can make. In fact, a 2023 CBIZ report, referencing Bureau of Labor Statistics data, noted that individuals who received outplacement assistance secured new roles 40% faster than those who did not receive support (CBIZ, 2023). Just imagine if April had access to a coach experienced in private sector transitions, or if Carol had received immediate help with processing her layoff and planning her next steps; the positive impact would have been immediate. In today’s environment, outplacement isn’t merely a nice option; it is a strategic necessity. How will your organization ensure a respectful and supportive transition for its workforce? When selecting an outplacement partner, consider factors such as industry experience, the ability to customize services, the quality of career coaches, and the integration of digital tools for job seekers. Not all providers offer the same level of support or results, so thorough vetting is essential.

Your Ultimate Pre-Conference Checklist for the CPHR Alberta 2025 Conference!

By Marina Perkovic • July 10, 2025
The countdown to the CPHR Alberta 2025 Conference has officially begun!
MORE NEWS