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

15
Aug 2024
CPHR Alberta
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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.



By Jessica Jaithoo October 7, 2025
As the governing voice of CPHR Alberta, the Board of Directors meet quarterly to provide oversight and guidance in several key areas. The Board, alongside CPHR Alberta operations, continues to deliver on the association's strategic priorities developed in the 2020 strategic plan. To ensure transparency between our Board of Directors, members and key stakeholders, we are sharing post-meeting messages to inform the steps taken towards advancing our profession and ensuring a financially stable association. The Board of Directors met on September 22, 2025, and the Board’s key messages are as follows: 2026 – 2028 Strategic Plan The Board unanimously approved CPHR Alberta’s new 2026 – 2028 Strategic Plan, which includes a refreshed organizational vision and mission. This forward-looking plan focuses on: Enhancing member value Promoting self-regulation Elevating the visibility of the CPHR designation Fostering a future-ready HR community Implementation begins immediately, with further details to be shared in the coming months. Stay tuned, our new Strategic Plan will be released this fall via email! Board Recruitment The Board has initiated preparations for the 2026 elections. We will once again be seeking CPHR, Retired CPHR, and public members. Additional details will be available in November. CPHR Canada and Collaboration Across Provinces The Board welcomed Philippe de Villers, Chair of CPHR Canada, who presented the national organization’s new strategic plan and the strong collaboration across provinces. Further updates will follow after CPHR Canada’s December Board meeting. You can view the CPHR Canada Strategic Plan here. Financial Management The Board reported that CPHR Alberta remains on track for a balanced 2025 budget, with no current financial risks identified. Engagement Board members will be attending our holiday mingles across the province starting in November. We invite you to join us in celebrating another successful year as a growing HR community. Visit the CPHR Alberta events page and watch your inbox, registration opens soon!  The next Board meeting takes place in November 2025, after which we will again share our key messages. If you have any questions regarding these key messages or the Board of Directors, please contact chair@cphrab.ca . We welcome your feedback!
By Jessica Jaithoo October 7, 2025
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By Jessica Jaithoo September 29, 2025
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