Age-related stereotypes can have a negative impact on employee health, wellbeing and productivity, according to conflict-management expert Catherine Davidson, who says that teaching employees to question stereotypes can improve their ability to engage, collaborate and innovate at work.
Organisations should include a balance of young and old managers in their decision-making processes, says Monash professor James Sarros, whose research shows workers in different age groups bring different types of intelligence to the table.
The needs of mature-age employees are similar to those of many new parents or pregnant women in the workplace, according to a consultant for National Australia Bank, who recommends focussing on flexibility and recognition to accommodate older workers.
Taking steps to ensure mature-aged workers pass on important knowledge and skills before they retire is well worth the effort, but many employers are doing "too little too late", says Sageco creative director Catriona Byrne.
A little-known form of mentoring is helping to change the attitudes of senior executives to modern workplace challenges such as diversity and social media, says executive coach and trainer Melissa Richardson.
Today's HR graduates tend to be "switched on" and ambitious, but many lack a practical understanding of what it's "really like in the field", says Melbourne Business School director of strategic partnerships, David Senior.
As the demographic of the workforce shifts, and an increasing number of younger workers take up positions of authority over older workers, equipping new managers to earn the respect of their subordinates is essential, says Learning Seat general manager Tim Legge.
Romantic relationships in the workplace can create a legal "minefield", but policies that are too prescriptive can offend employees, send the wrong message and weaken a company's competitive edge, says HR commentator Kate Southam.
Employers that fail to measure and reward success holistically could be damaging their company's long-term health, says Mercer human capital principal Martin Turner.
Employers should not react to "every whim" of the younger generation, but they cannot "hold fast to the old and expect emerging generations to conform" either, says social researcher and commentator Mark McCrindle.
