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.



A Strategic Guide to Organization Restructuring, Part 2

By Jessica Jaithoo • November 19, 2025
Author: Ada Tai, MBA, CPHR, SHRM-SCP After publishing “ A Strategic Guide to Organization Restructuring, Part 1 ,” I heard a consistent follow-up question from leaders: “How do you actually re-design an organizational structure so it aligns with strategy, future needs, and the realities of the day-to-day operations?” In this post, I will take you behind the scenes of a recent restructuring project our firm completed and walk you through the steps for designing a structure that works not just today, but also for the next 3 - 5 years. Step One: Understand the Organization Restructuring is not a mechanical exercise. Before anyone touches boxes on an org. chart, leaders must understand the full context of the organization: its challenges, aspirations, constraints, and people. Recently, our team worked with a large public-sector entity that hadn’t reviewed its structure in more than a decade. Over time, several issues had emerged: Long-standing role ambiguity and workflow friction Significant retention and succession challenges A rapidly growing industry and expanding service demands A CEO overwhelmed with too many direct reports Insufficient leadership depth in the layer immediately below the CEO The mandate was clear: Design a structure that could carry the organization for the next 3–5 years. Before jumping in, we partnered with the executive team to answer a set of foundational questions: Why is a new structure needed now? What pressures, risks, or opportunities are driving the change? What is the organization trying to achieve long-term? We reviewed vision, mission, values, strategic priorities, and expected growth. How is the organization currently designed? We examined complexity, formality, decision flows, span of control, talent mix, communication channels, policies, and people challenges. What work must happen to deliver services successfully? We mapped critical processes and clarified who is responsible for what work today and tomorrow. What resources and budget constraints shape the options? We did a reality check. Answering these questions transforms guesswork into a strategic foundation. Step Two: Plan for the Structure Review Once aligned on objectives and constraints, we co-created a plan for the whole structure review. 1. A small project team was assembled within the organization. This was a group of leaders/champions who would serve as our partners, sounding board, and communication anchors throughout the process. 2. To design a structure that reflects reality rather than assumptions, we needed both qualitative and quantitative insights. Together with the project team, we developed a data-collection plan that included: On-site tours to understand operations and workflow in context In-person interviews with employees across departments, tenure levels, roles, and demographic groups Review of organizational documents , including strategy, service data, operational metrics, etc. 3. We also conducted external research to understand the demand for the organization’s services, the competitive landscape, and industry benchmarks. The goal was to build a complete, nuanced picture of how work actually gets done. Step Three: Design the Structure Over the next several weeks, we conducted interviews with 80% of the head office staff and 60% of the frontline workforce. One important message we emphasized to every group is: “This review is not a performance assessment, nor an attempt to eliminate jobs. It is about building a structure that sets everyone up for success.” Gradually, as we gained insights, a clear picture emerged of what the future structure could and should be. We facilitated a series of structural design sessions with the project team. These sessions were collaborative, candid, and grounded in both data and lived experience. Together, we co-created: A transition structure for the upcoming year — providing stability while preparing for change. A future-state, growth-oriented structure designed for the next 3 – 5 years — with more substantial leadership depth, transparent accountability, and defined pathways for talent development and succession. The result was not just an org. chart. It was a blueprint for how the organization would operate, make decisions, support employees, and deliver services at a higher level. Step Four: Support the People Side of Change Even the best-designed structure can fall apart without thoughtful implementation. Once the project team felt confident in the proposed structures, the next steps were: Securing Board approval Preparing a comprehensive communication plan Engaging employees with clarity, empathy, and transparency We had the privilege of presenting the new design and its rationale to the Board. After approval, we supported the organization as it rolled out the change to staff, ensuring leaders were prepared to answer questions, set expectations, and guide their teams through the transition. Structure isn’t just architecture; it impacts morale, trust, and people’s sense of security. The human side must be handled with the same care as the technical side. Final Thoughts Restructuring is a strategic redesign of how an organization works, leads, and delivers value. A thoughtful structure review requires three things: Deep understanding of the organization’s reality Collaborative design grounded in data Careful implementation that supports people When these pieces come together, restructuring becomes more than a response to pressure. It is an opportunity to strengthen leadership capacity, improve clarity and accountability, and position the organization for sustainable growth. Check out my previous blog: “ A Strategic Guide to Organization Restructuring, Part 1 ” 

Essential Resources for HR Professionals in Alberta: Stay Ahead in Workforce Planning

By Jessica Jaithoo • November 19, 2025
Alberta’s labour market is dynamic, and HR professionals need timely insights and practical tools to make informed decisions. To help you navigate hiring trends, funding opportunities, and compliance requirements, here are three key resources you should know about: 1. Labour Market Information Bulletin The Regional Employer Supports Bulletin provides a snapshot of Alberta’s labour market, including: Employment Trends: September saw a 1.7% increase in employment , reversing previous declines. Unemployment Rate: Currently at 7.8% , slightly above the national average. Wage Updates: Average weekly wages rose to $1,433.62 . Upcoming Webinars: Topics include hiring foreign workers, employment standards, and psychological health and safety. Explore Labour Market Notes 2. Hiring Demand Bulletin The September Hiring Demand Bulletin offers detailed insights into job postings and hiring patterns: Job Postings: Over 30,500 new openings in September, with Calgary and Edmonton leading the way. Top Occupations: Retail salespersons, cooks, registered nurses, and material handlers. Sector Trends: Sales and service roles dominate (31%), followed by trades and transport. Regional Highlights: Calgary posted 11,004 openings , Edmonton 10,032 . View full hiring demand details 3. Employer Resources Guide Looking for ways to attract, train, and retain talent ? The Employer Resources Guide is packed with programs and funding opportunities: Grants & Funding: Canada-Alberta Productivity Grant – supports training to boost productivity. Workforce Strategies Grant – funds innovative workforce development solutions. Industry-Specific Programs: Food Futures Program – wage subsidies for food industry placements. ECO Canada – training and wage subsidies for environmental jobs. Youth & Apprenticeship Incentives: CAREERS Internship Programs – up to $7,500 for hiring youth. Student Work Placement Program – funding for co-op and internship positions. Recruitment Tools: Job Bank – free job posting platform. Agriculture Job Connector – match workers with agri-food employers. Access the full Employer Resources Guide Why These Resources Matter Together, these tools help HR professionals: Plan strategically with accurate labour market data. Fill critical roles by understanding hiring trends. Leverage funding to reduce recruitment and training costs. Stay compliant with employment standards and best practices. Take Action Today: Register for upcoming webinars on employment standards and workforce programs. Connect with a Workforce Consultant for tailored advice. Bookmark these resources to keep your HR strategies future-ready.

Overcoming Adversity and Inspiring Others

By Jessica Jaithoo • November 10, 2025
Author: Jennifer Muellers, Katy O’Brien-Watson, and Mandy Ingraham (Grande Prairie Chapter Committee) Every October, Alberta celebrates Disability Employment Awareness Month (DEAM) which promotes employment inclusion and increased participation of workers with disabilities in Alberta’s economy. DEAM celebrates the contributions of workers with disabilities and supports employers in practicing inclusive hiring (Government of Alberta, 2025). The Grande Prairie Chapter chose a local story of a girl named Kiesha, who was told after her car accident she would likely never walk again. Kiesha uses her story to inspire and uplift others through her journey of perseverance through public speaking engagements. Kiesha frames her journey not just as healing for herself, but as something that can help and inspire others in similar situations. Her film touches on living and working with disability in a rural setting like Grande Prairie and how accessibility, advocacy, community support and awareness are so important to her success. It shows through her positive outlook she empowers those around her even through her job at Costco. A local business owner speaks on his experience of having Kiesha as a client at his business and how this made him think differently about his business environment to be welcoming and accessible for all within the community. The film Able is a production supported by STORYHIVE and is made available (free on-demand) via TELUS Optik. The Changing World of Work The world of work is always evolving, and it is more accepting of individuals and their unique abilities than ever before, however, each instance of disability and accommodation cannot be given a ‘one size fits all’ mentality. There are many different types of disabilities and health factors that organizations need to be mindful of and accommodate. For example: cognitive and mental health disabilities (learning disabilities, autism spectrum, ADHD, etc.), physical disabilities (colour blindness), and chronic health issues (addiction, diabetes, epilepsy, Ehler Danlos syndrome, lupus). Even temporary conditions, such as pregnancy and menopause need to be accommodated in the workplace. The partnership between Human Resources and Management along with employees and other stakeholders can lead to deeper understanding and appreciation to what individuals are facing day to day. Some key items for the Human Resources Role to consider when Accommodating Employees: Have policies regarding accommodation in the workplace Ensure leaders and employees are walking the walk and talking the talk Train managers on accommodation in the workplace a) This could include Mental Health First Aid, Crisis Interventionist training, Drug and Alcohol Awareness training b) Employer’s Duty to Inquire and Duty to Accommodate Consider Emotional Intelligence training Work with managers and the employee requesting accommodation as per the employer’s Duty to Accommodate and establish an acceptable accommodation Employee Feedback a) Have questions regarding DE&I in the annual employee survey b) Have an open-door policy for employees to make suggestions on how to make the workplace more accessible Work with a local disability organization for assistance on determining if your organization is physically accessible a) is your handicapped parking space large enough? Do you have an automatic door opener? Can someone in a wheelchair reach the automatic door opener? Disability Employment Awareness Month serves as an important reminder that inclusion is not just a celebration—it’s a commitment to equitable workplaces and meaningful participation. Kiesha’s story in Able demonstrates the power of perseverance, the impact of inclusive employment, and the vital role employers play in shaping accessible and supportive environments. Her journey reminds us that when individuals are empowered to bring their full selves to work, everyone benefits—teams grow stronger and perspectives broaden. As HR professionals, we have the responsibility and privilege to lead this change. Through thoughtful policies, continuous training, and genuine engagement with employees, we can remove barriers and foster workplaces where inclusion is lived, not just stated. By prioritizing accessibility, empathy, and flexibility, we create cultures that value every person’s contribution. We can ensure that every employee—regardless of ability—has the resources and support needed to succeed and add meaningful value to Alberta’s workforce.
MORE NEWS