How do companies need to rethink the role of older workers in their organizations?

1. Leadership Development for an Aging Workforce
Dr. Janet Hively Jeffrey Beeson
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2. Leadership Pipeline
Creating the Capacity for Optimal Performance
“If your actions inspire others to dream
more, learn more, do more and become
more, you are a leader.”
John Quincy Adams
5th President of the United States
“No wise man ever wished to be
younger.”
Jonathan Swift
English Satirist
“We are the ones we have been waiting
for.”
Hopi Saying
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3. Leadership Needs
Level Key Skills Needed Values Needed
Contributor Technical proficiency, good relationships Quality, Professionalism
Leader of Others Planning, Delegation, Performance Integrity, Teamwork, Unit Success,
Monitoring, Coaching and Feedback, Developing People
Rewards and Motivation
Leader of Selection and Development of People, Fairness, Transparency, Courage
Managers Holding People Accountable, Deploying
Resources, Managing Boundaries
Source: Charan,Group —and Noel,
© Entheos Drotter 2012
The Leadership Pipeline
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4. Leadership Passages
Source: Charan, Drotter and Noel,
The Leadership Group — 2012
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5. Leadership Passages
Every passage requires that a leader
• Learn Different Skills
• Adopt New Values
• Shift both Thinking and Awareness
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6. Images from
Leadership Development Programs
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7. Training offerings for the older
workplace population
Source: Cedefop
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8. Employment trends
among mature workers
Employment rates for Adults aged 50-64
Germany
Sweden
2000
Italy
2005
2010
Bulgaria
Source: Eurostat
Eu - 27
0% 20% 40% 60% 80%
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9. Population Development
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10. Stereotypes about
Mature Workers
Why we don‘t invest
Cost more
Less productive
Slower
Miss Work
Can‘t teach an old dog
new tricks
Greater risk of departure
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11. The Reality about Mature Workers
Why we should invest
Cost less Cost less than external or new hires
Get higher performance
Better performance evaluations
Know the system, adept at
Work Smarter managing breakdowns
Less short-
Reliable term illness
Lifelong learning Debunked by new
brain science
More committed to
Loyal the organization
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12. Life Planning
Current Paradigm
Age
0-25 25 - 50 50 - 75 75+
Youth Student Working Adult Retired Pensioner
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13. The Real Story
1. We‘ve added 20 years for active, healthy engagement in
the middle of life
2. The majority of workers want to be employed past
retirement age
3. New ways of working match older worker‘s interests
4. The aging society demands extended employment
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14. Life Planning
Paradigm Shift
Age
0-25 25 - 50 50 - 75 75+
Youth Student Working Adult Retired Pensioner
Encore
Youth Adult Worker Mature Worker 5th Age
Career
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15. Leadership Roles
What new leadership roles are opening up for mature
workers ?
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16. Choices for Older Managers
Shift down – new focus
1. Mentor / Team Coach
2. Specialist
Shift out – phased retirement
1. Teaching
2. Entrepreneurship
3. Community, non-profit
Shift up
• Lead across Boundaries
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17. Leadership Needs
Level Key Skills Needed Values Needed
Leader across Communication, Negotiation, Conflict Integrity, longer-term view, impartial,
Boundaries Resolution ambition for the whole
Source: Charan,Group —and Noel,
© Entheos Drotter 2012
The Leadership Pipeline
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18. HR Practices for
Leading across Generations
Interactive Performance Appraisal System
Career Customization
Succession Planning for Active Aging Management
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19. Leadership Incubator
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20. Contact Information
Entheos
Jeffrey Beeson, MBA/MA
Forging Leadership Strategy
Danklstrasse 30 — D-81371 München
T E L + 49 — 89 — 72 94 95 83
MOB + 49 — 160 — 96 46 02 11
FA X + 49 — 89 — 76 75 62 45
info@entheosgroup.net
www.entheosgroup.net
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21. Copyright
© Entheos Group 2012
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