FOCUS ON PERFORMANCE ,AND NOT PERSONAL CHARACTERISTICS.
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*** Age is not the problem. The problem is communication. Many supervisors /line managers from the baby-boom generation have a hard time dealing with older workers, either because of unfortunate stereotypes about aging or because they're uncomfortable talking to older people about job performance. Workforce is maturing, and it's becoming increasingly important to leave old-fashioned ideas about age behind. Supervisors /line managers can bring out the best in older workers by looking beyond stereotypes, communicating openly about individual strengths and weaknesses, and providing ongoing challenges.
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DON'T LET STEREOTYPES FOOL YOU Age alone is a poor indicator of a person's capability. Health and mental agility depend largely upon living conditions and heredity. They vary tremendously among people of the same age. Nevertheless, older workers are frequently stereotyped as difficult to instruct, stubborn about change, frequently absent due to illness, and inclined to coast through their last few years on the job. Numerous surveys, however, indicate that these beliefs are generally unfair or misleading. In reality, older workers have a lower absence rate than their juniors, and they're as receptive to training as any other group of workers. In addition, older employees show greater loyalty to their employers and more satisfaction with their jobs than their younger counterparts do. Although older employees may require special attention during training [SEE THE SPECIAL APPROACH TO TRAINING FOR ELDERS SHOWN BELOW ], they are far more likely to remain with the company that trains them than are younger workers, who frequently take their training with them to new jobs elsewhere. Instead of labeling ELDERS as a coasting old worker you can't do anything about, you should take a closer look. Elders have plenty of enthusiasm you could tap, and probably a few weaknesses you could help to work on. The key is to supervise elders as an individual, not a stereotype.
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SAVE STEWING FOR POTATOES Although older workers often have many valuable abilities, telepathy usually isn't one of them. Elders have no way of knowing why the supervisor / line manager is dissatisfied with their work, because they havn't discussed it with them. YOU could start by talking with ELDERS about THEIR job in a positive, non-threatening way. YOU could begin the conversation by emphasizing Elder's good qualities: reliability, knowledge of the work, cheerfulness, and so on. "You have a lot to offer,". "And I want to make sure we're taking full advantage of your talents . . . . Are we?" The point is to discuss performance with older workers as openly as with any other employees. Give them a chance to get involved in setting goals and standards. Then help them achieve these standards with frequent feedback and coaching. Don't be embarrassed about asking older workers for advice. They've worked in the same job for a long time, they understand how things really get done and are familiar with the cycles and seasonal patterns that affect operations. Respecting their knowledge--and drawing on it--will not only motivate older workers, but also help you make better decisions.
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CHALLENGE WITH CHANGES Many older workers would welcome a change in their responsibilities, especially if they've been doing the same thing for a long time. A new challenge could bring them new life. For example, older workers' experience and knowledge of the organization make them ideal for training others. The resulting interaction between these "old hands" and younger workers will benefit both the individuals and the organization. Older workers can also make outstanding mentors for new employees. They offer plenty of savvy and can frequently provide guidance that's unclouded by personal ambition. Probably the best way for younger supervisors /LINE MANAGERS to get past the stereotypes that hinder their effective use of older workers is to get to know those employees as individuals. After all, stereotypes usually fade away in the light of reality.
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LEARNING AND DEVELOPMENT ---INSTRUCTIONAL CONCERNS
Adapting Instruction to suit "older" learners.
** Organizational factors
*Arrange for training periods of about 60 to 90 minutes duration.
* Make instruction purposeful and job‑related.
* Mix young and old in the same instructional group.
*Match instructors to learners, and learners to instructors.
*Respect adult status and experience.
* Give strong emotional support and encouragement.
** Instructional factors
*Use discovery methods of learning.
*Arrange for longer orientation sessions.
*Restrict the range and content of lessons to essentials.
* Demonstrate the whole, then the parts, and then the whole again.
*Use written instructions rather than verbal ones for projects and assignments.
*Avoid audiovisual aids that use a different logic or sequence.
*Avoid formal tests and examinations.
* Use continuous assessment.
*Vary instructional methods and work assignments.
*Provide variety.
** Leaming factors
*Reduce the need for verbal information, and for memorization.
*Avoid abstract and irre'levant information.
*Employ a great deal of practice, review, and consolidation, so that overlearning takes place.
*Reduce interference and distractions.
*Insure that material is meaningful and relevant.
** Personal factors
•Allow learners to participate in the planning process.
•Avoid any sense of competition.
•Allow learners to proceed at their own pace.
*Encourage learners to set their own goals, and to beat their own targets.
*Make sure that learners feel a sense of achievement and recognition.
*See that learners learn correctly from the start.
•Promote group feelings and identity.
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WHAT YOU COULD DO WITH YOUR EMPLOYEES,
ESPECIALLY THE ELDERS.
1. Promote employee involvement.
Employees of all ages generally like the feeling of involvement.
2. Provide regular feedback.
Annual performance appraisals alone do not cut it. To be effective, employee feedback needs to be frequent and constructive. Acknowledge your employees’ achievements (catch your employees doing something right) .
3. Offer training opportunities.
Today, employees typically consider employer-sponsored training to be a welcomed, valuable opportunity
4.Provide on-the-job coaching.
Coaching is recognized as the critical difference in employee success
5.Offer flexibility.
The key is to help employees of all generations balance job requirements with personal obligations. Demonstrating flexibility, while focusing on goals and accountability, can go a long way toward inspiring loyalty in these employees. Work may come first, but it doesn’t supercede the rest of employees’ lives
6.Provide a challenging work environment.
Elder employees are most motivated by the work itself. There are job redesign strategies available to help renew employees’ interest and re-kindle enthusiasm. New tasks, new projects and new responsibilities can all help make your employees’ jobs more challenging.
7.Cultivate an atmosphere of respect.
Employees of every generation don’t respond well to feeling like just another number, a cog in the wheel, or an invisible part of the organization. All employees need to feel their efforts are recognized and genuinely appreciated. Respect your employees’ needs, acknowledge their individuality and provide fair opportunities. Make your employees feel valued .
8.The start of the day is a great time to demonstrate high levels of enthusiasm for the new workday. Go out of your way to greet your employees. Deliver compliments early in the day to put your employees in a positive frame of mind as they face their day.
9. Give your employees lots of opportunities to see you frequently throughout the day. Walk around the company with your head high and a smile on your face. Avoid hiding out in your office doing paperwork for hours at a time. If your employees don't see you during the day, they can feel ignored or (worse yet) demoralized.
10. Celebrate victories. Set small and attainable goals every few weeks or months to give your employees tasks worth striving toward. Don't wait until you complete a big project to congratulate the people who were involved. It's easy to bring in a cake and some soft drinks to reward outstanding performances for a job well done.
11. Encourage order. Every few months, give your employees two or three hours to clean their desks, their files, and do minor computer repairs. If you let them know you care about their working conditions and their stress levels, they'll be more dedicated to producing top quality work.
12. When the afternoon slump hits (around 3:00 p.m.), take a walk around the office and ask people, "How's it going?" This is a time when everyone needs a quick lift and they'll appreciate your care and concern.
13. Create a locked suggestion box and periodically review the contents. Let your employees know you're concerned about their well being by addressing their issues. Post the suggestions by sending out an e-mail newsletter or tacking them up on a bulletin board.
14. Offer incentives for your employees to show them you care about them. Allow them time off to volunteer for community projects your company supports if they produce quality work. Offer flex time to those qualified people who need it for personal reasons (a sick child, a semester of extra education, etc.). Create special privileges for those who excel at projects or quotas (ball-game tickets, restaurant coupons, theater tickets).
15. Encourage friendships among co-workers. People want to have friends at work, yet many are too busy or too shy to know how to go about it. Encourage interaction by giving your employees the chance to share their talents with other employees within your office.
16. Hide your anger. If an employee does something that provokes your anger, instead of blowing up at them, let that person know you're disappointed in his or her behavior and never criticize them as a person. That's the difference between a good critique and criticism. Most people can learn from a well-thought-out critique yet all people hate being criticized.
17. Show your humanity. Everyone loves a person with a good sense of humor. You don't need to tell jokes, but learn to laugh out loud easily and often.
18. Let go of any negative opinions you may have about your employees. Approach each of them as a source of unique knowledge with something valuable to contribute to your company. Remember that you're co-creating the achievement of a vision with them.
19. Make sure your employees have everything they need to do their jobs. Remember when you started a new school year and you'd prepare by getting all new school supplies? Why not build just such an opportunity into your department by simply asking each staff member, "Do you have everything you need to be as competent performer as you can be?"
20. Clearly communicate what's expected of employees, what the company values and vision are, and how the company defines success. Employees can't perform well or be productive if they don't clearly know what it is they're there to do and the part they play in the overall success of the company. Be sure to communicate your expectations--and to do it often.
21. Get to know your employees, especially their goals, their stressors, what excites them and how they each define success.
22. Make sure they're trained--and retrained--in problem solving and conflict resolution skills. These critical skills will help them interact better with you, their co-workers, customers and suppliers. It's common knowlede --better communication reduces stress and increases positive outcomes.
23. Constantly ask how you're doing in your employees' eye. Be sure to accept feedback graciously and express appreciation.
24. Pay attention to company stories and rituals.
25. Reward and recognize employees in ways that are meaningful to them. This is another reason why getting to know your employees is so important. Remember to celebrate both accomplishments and efforts to give employees working on long-term goals a boost.
26. Be consistent for the long haul. If you start an engagement initiative and then drop it, your efforts will backfire, creating employee estrangement. STAY CLOSE TO MAJOR ASSIGNMENTS.
27. Identifying the Signs of Burnout
What are the signs of a lack of motivation or burnout? One of the key red flag symptoms is a decrease in performance or productivity. This is especially obvious when comparing an individual's past performance with current performance. Absent any serious reasons to explain away the change, de-motivation is usually the culprit. This leads us to the next red flag: an increase in the number of days missed. If you're in the midst of the flu season and a number of other employees call in sick, then ignore this absence. However, if someone who's rarely sick starts to miss work, then the likelihood is that de-motivation is the germ.
Here are more signals you need to be looking for and must begin to address:
Attitude changes. The EMPLOYEE is usually up-beat, but now appears quiet, somber, sullen, disagreeable or even moody. Or the reverse--the employee becomes far more outgoing, energized or talkative than normal, typical or acceptable.
Comments from co-workers that "something is wrong."
Stress reactions. The job isn't being completed as well as in the past; the employee is jittery, short-tempered or difficult to get along with.
Tardiness. The employee is arriving late in the morning and leaving early or at the exact end of the workday or shift.
Change in lunch and coffee breaks. The employee takes more time than usual or doesn't take them at all.
Decrease in positive interaction with other employees. He "just doesn't get along" as well with others anymore.
Increase in errors.
Decrease in productivity. There's an oncrease in time spent on projects without a subsequent increase in quality or productivity.
Okay, you've now seen eight symptoms of burning out or unmotivated behavior and attitudes. Observation is the first step. So what else can you do to move the employee along and assist him or her in the process of self-motivation? The first thing you should do is gather information AND then take an appropriate action.
WHAT ELDER EMPLOYEES SEEK
1.Interesting work. No one wants to do the same boring job over and over, day after day. And while any job will always require some boring, repetitive tasks, everyone should have at least a part of their job be of high interest to them.
2.Information. Information is power, and employees want to be empowered with the information they need to know to do their jobs better and more effectively. And, more than ever, employees want to know how they are doing in their jobs and how the company is doing in its business. Open the channels of communication in an organization to allow employees to be informed, ask questions, and share information.
3.Involvement. Managers today are faced with an incredible number of opportunities and problems and, as the speed of business continues to increase dramatically, the amount of time that they have to make decisions continues to decrease. Involving employees in decision making, especially when the decisions affect them directly, is both respectful and practical. Those closest to the problem typically have the best insight as to what to do. As you involve others, you increase their commitment and ease in implementing new ideas or change.
4.Independence. Few employees want their every action to be closely monitored. Most employees appreciate having the flexibility to do their jobs as they see fit. Giving people latitude increases the chance that they will perform as you desire - and bring additional initiative, ideas, and energy to their jobs.
5.Increased visibility. Everyone appreciates getting credit when it is due. Occasions to share the successes of employees with others are almost limitless. Giving employees new opportunities to perform, learn, and grow as a form of recognition and thanks is highly motivating for most people.
hope this is useful to you
REGARDS
LEO LINGHAM