COVID-19 and the ageing workforce: global perspectives on needs and solutions across 15 countries

Background COVID-19 has a direct impact on the employment of older people. This adds to the challenge of ageism. The World Health Organization has started a worldwide campaign to combat ageism and has called for more research and evidence-based strategies that have the potential to be scaled up. This study specifically aims to identify solutions to combat the adverse effects of COVID-19 on the global ageing workforce. Methods We present 15 case studies from different countries and report on what those countries are doing or not doing to address the impact of COVID-19 on ageing workers. Results We provide examples of how COVID-19 influences older people’s ability to work and stay healthy, and offer case studies of what governments, organizations or individuals can do to help ensure older people can obtain, maintain and, potentially, expand their current work. Case studies come from Australia, Austria, Canada, China, Germany, Israel, Japan, Nigeria, Romania, Singapore, Sweden, South Korea, Thailand, United Kingdom (UK), and the United States (US). Across the countries, the impact of COVID-19 on older workers is shown as widening inequalities. A particular challenge has arisen because of a large proportion of older people, often with limited education and working in the informal sector within rural areas, e.g. in Nigeria, Thailand and China. Remedies to the particular disadvantage experienced by older workers in the context of COVID are presented. These range from funding support to encouraging business continuity, innovative product and service developments, community action, new business models and localized, national and international actions. The case studies can be seen as frequently fitting within strategies that have been proven to work in reducing ageism within the workplace. They include policy and laws that have increased benefits to workers during lockdowns (most countries); educational activities such as coaching seniorpreneurship (e,g, Australia); intergenerational contact interventions such as younger Thai people who moved back to rural areas and sharing their digital knowledge with older people and where older people reciprocate by teaching the younger people farming knowledge. Conclusion Global sharing of this knowledge among international, national and local governments and organizations, businesses, policy makers and health and human resources experts will further understanding of the issues that are faced by older workers. This will facilitate the replication or scalability of solutions as called for in the WHO call to combat ageism in 2021. We suggest that policy makers, business owners, researchers and international organisations build on the case studies by investing in evidence-based strategies to create inclusive workplaces. Such action will thus help to challenge ageism, reduce inequity, improve business continuity and add to the quality of life of older workers.

Workplace preparedness for an ageing workforce: a case study

PurposeFor many nations, their workforces are ageing. The purpose of this paper is to explore the concerns and attitudes of employers to employing older workers and what information they require.Design/methodology/approachA questionnaire survey of workplaces was undertaken in the Fife region of Scotland, which in economic and demographic terms is representative of wider Scotland and other nations in Northern Europe. Descriptive analysis was undertaken to give insight into concerns and actions taken regarding ageing workforces.FindingsMost workplaces perceive more advantages to employing older workers than challenges. Many have adapted training and work practices, but many have not. The majority surveyed believe that existing policies and strategies are sufficient. This points to the need for national and local government and employer associations to become more active to persuade workplaces to better manage future workplaces.Research limitations/implicationsGeneralisability is problematic and the small sample restricted the scope of statistical analysis.Practical implicationsThe authors were unable to judge the severity of how an ageing workforce impacts on workplace performance, as employers found it difficult to conceptualise and identify the impact of ageing from market and economic pressures.Social implicationsResulting from population ageing the workforce of many societies are becoming older, this will impact on workplace relations and the social identity of those over the age of 50 years.Originality/valueLittle research has been undertaken to assess workplaces awareness of, and how to adapt to, an ageing workforce, and research is required to inform and guide management strategy of employers.

Perceptions of an ageing agricultural workforce and farmers’ productivity strategies: Evidence from Prachinburi Province, Thailand

Thailand’s agriculture is facing an ageing workforce, which could negatively influence agricultural production. Yet, there is still limited evidence regarding the perception of the ageing agricultural labour force in the country and a lack of insights into farmers’ strategies to improve agricultural output. To fill this gap, we analysed primary data from questionnaire-based surveys of 365 households in Prachinburi Province, Thailand. The results show that household poverty, farm experience, retirement, health concerns, and farm accidents are positively associated with the farmers’ perception on the ageing workforce, whereas education level, having an ageing farmer in the family, farm size, mentoring and access to new technology have a negative influence on the perception of the ageing workforce. Given the anticipated implications of the population ageing in Thailand, the government should consider establishing policy options to encourage younger entrants into the agricultural sector and prioritising policies related to intergenerational support.

Universal Design – A Solution for Ageing Workforce in Digitalized Workplaces?

This study reviews the extent to which Universal Design of digitalized work tools is not only a useful, but a necessary principle to support inclusion in an ageing workforce. But Universal Design must be understood and implemented in a broader sense than “classic” adaptation. It includes areas like services, digitalization training and user interface between mainstream and assistive technologies. It makes requirements to an enterprise’s management system and training policy, besides mainstream human resources policies. The paper goes through these requirements and concludes with the need to improve our understanding of the principle of Universal Design for it to be an efficient tool for inclusive workplaces: not only the digital work tools have to be accessible, but it must be combined with management policy, training and support.

Intergenerational Cooperation and Stereotypes in Relation to Age in the Working Environment

The problem of intergenerational cooperation in the workplace is becoming increasingly important, especially because of the ageing workforce. The article presents the issue of companies facing the challenge of changing a work environment that has to be tailored to the characteristics of each individual generation in the workplace. Generational differences and similarities are explained in more detail, especially in relation to work, followed by a consideration of stereotypes and age discrimination in the work environment. The article illustrates the problem of stereotypes related to age at a selected company. In focus groups we found several positive as well as negative stereotypes regarding age in the workplace, which we use in a research questionnaire especially designed for this study. The questionnaire was completed by 394 employees, and the results used to provide answers to the following research questions: Are there stereotypes within the company about the characteristics of different generations? And do different generations have different foundations regarding the company’s expected attitudes towards their work? The results show that in the focal company there are mostly positive stereotypes regarding age. We also found out that there are no significant differences between the different generations regarding the company’s expected attitudes towards their work. The respondents of all ages expected these attitudes to be based on similar foundations.

Intergenerational workplace knowledge sharing: challenges and new directions

PurposeDrawing on theories pertaining to knowledge sharing, ageing at work and human resource practices for ageing workers, this article explores knowledge sharing challenges arising from the interaction between an increasingly ageing workforce and younger employees.Design/methodology/approachContextually, the authors focus on China, where the pace of demographic transformations offers a unique opportunity to investigate knowledge sharing practices in their socio-economic context. Empirically, the authors analyse knowledge sharing behaviours and practices of retail banking professionals in a Chinese big four bank.FindingsThe encouragement of knowledge sharing between younger and older workers should be incorporated into organisations' human resource strategies. The availability of development, maintenance, utilisation and accommodative human resource practices signals to older workers that they are valuable and are worth investing in.Originality/valueThe authors’ contribution to theory and practice is twofold: starting with the identification of perceived knowledge sharing challenges, the authors’ analysis offers important contextually grounded insights into what types of managerial practices are relevant in eliciting successful knowledge sharing within organisations faced with an ageing workforce.