In the current business environment it is a challenge for HR to manage with the simple dictum one-rule-fits-all strategy. This is why many organizations continually assess the nature of the work that is allotted and how that translates with the different people in the workforce involved from their vantage skill-set points. In doing so HR needs to understand how to capitalize the situation by knowing how to most effectively utilize its human capital.
The variegated business divisions in a conglomerate need to cater to the dynamic demands of the external competition in order to withstand market-forces. So also organizations need to look inward to identify areas where the workforce needs to be given leeway for inevitable differences in capacities of the human capital. And we well know that the composition of a workforce includes employees of all ages and talents.
The moot point is how do organizations make full good use of all kinds of employees and also allow them to benefit beyond their salary packet. Strict HR compliance may not always be the answer as experienced managers and academics have come to conclude after grappling on the issue for long. Adopting ambidextrous measures are a neat way to manage such imperceptive problems.
Often such an issue may occur with an aging staff. A proactive policy and practice response would be crucial to the success of retention of seasoned talent. HR needs to anticipate the changing needs of an aging workforce through job analyses and job specifications or work functions that can readily be modified to accommodate an aging employee. Management needs to be cognizant of the issues faced by older employees and find ways to accommodate them.
It will certainly be great for management to dwell on older-worker policy development process with a firm understanding of the situation within the organization. Presently many organizations have begun to adopt strategies that encourage aging employees to carry on working in line with the dynamics of their living situations. HR is also now increasingly adopting many diverse flexi-work environments for such staff.
More and more companies are now reducing the intensity of the emotions generated by this problem. It is open to HR to see the possible alternatives that would allow in making clear choices available to an aging staffer. Having an HR policy in place is always better than ensuing disturbance that usually accompanies such problems. Studies confirm that necessary provisions in management policies and practices for older workers is much better than a simple letter stating the person is fit to work!