Perhaps against my better judgement, I’ve been thoroughly enjoying the current series of Cold Feet. Apart from the programme being an enthusiastic advocate of the Manchester housing market – how do Pete and Jen afford that place? – my attention inevitably, perhaps sadly, touches on the workplace. Adam’s non-specific, though computer-related, employment finds him working in what appears to be a digital agency. We might guess it’s a digital agency because of the presence of a tree house and slide. Adam rolls his eyes, bemoans the fact that the only tea not on offer amongst myriad others is English Breakfast and chats with the only other employee over the age of 25.
Adam, nearing 50, clearly feels excluded within the workplace. He doesn’t belong and there is clear distance between himself and his co-workers.
Is anyone at fault here? Adam for not making use of the slide and tree house? Or his younger co-workers for not engaging with him to a greater extent? Or his employer?
Are some organisations, consciously or unconsciously, more geared up to attract and retain older workers, whilst the employer brand of others speaks more to youth? If we think of the likes of Amazon, Uber, Google and Apple, how easy is it to conjure up images of grey-haired employees flourishing and feeling at home? Is it all too easy to assume such individuals would be happier and more fulfilled working perhaps within the public or third sectors?
If organisations are reaching out with a strong and compelling employer brand, can such a brand be truly multi-generational? Or, by definition, by appealing to one end of the age spectrum must it inevitably leave the other end cold?
Interestingly, both the young and the old are being targeted by employers with increasing vigour. The recently re-named Institute of Student Employers reported this month that the number of apprentice jobs filled this year had gone up by 11,000 or 19%. And this was not necessarily at the expense of graduate jobs, whose numbers increased, if less sharply, by 1% to just over 20,000 amongst ISE member organisations.
But a similar phenomenon is also impacting older workers.
A report from Aviva suggests there are now 9.76m employees over the age of 50 in the labour market, up from 5.64m in 1996. Interestingly, the same report indicates that the UK economy will need another 2m older workers to replace those leaving employment over the next decade.
But do such individuals genuinely feel that employers are reaching out to them?
One of the most striking recruitment success stories of the last 20 years has been Teach First. Founded in 2002, the organisation last year celebrated the placement of its 10,000th graduate placement in schools located within challenging areas. Today, it is one of the highest profile, highest volume recruiters of graduates. From a standing start, it has created one of the most powerful and compelling employer brands, based on a simple but hugely attractive employee value proposition.
Today, it also has its age-relevant equivalent. Ex FT journalist, Lucy Kellaway has established Now Teach, aimed at experienced professionals wishing to change career direction into the teaching profession. Again, its message is clear and attractive.
But both brands, Teach First and Now Teach are unambiguously clear about the talent pool and age group they wish to target. They are perhaps extreme examples, but it would be challenging to imagine a callow, fresh graduate reaching out to Now Teach – and vice versa.
There is so much information, research and studies circulating around younger generations – call them Millennials, Generation Z, even Generation Snowflake. Whilst some of this research carries weight, much of it relies on lazy generalisations. Such people apparently want work life balance, they want flexibility, they want purpose, they want great tech, they want recognition, they want to travel, and so it goes on. I wonder how many other, older generations don’t value exactly those attributes?
Do employers know enough, on the other hand, about more mature workers? Do they know that the number of firms set up by over-55s has risen by 63% in the last 10 years? That 70% of 40 somethings are looking for a career change? That the number of mature students attending universities has dropped by more than 60% in the last decade? That at the age of 35 and onwards we start hating our jobs – as stresses, pressures and time-poverty increase?
Equally, do employers know enough about the challenges facing such age demographics in the workplace. I read with fascination the work of Simone Burgon around the menopause. 280m working days annually are lost to the menopause – I wonder how many organisations are working to mitigate the struggles of such women? (www.takeapause.work for more information, by the way).
We also talk glibly, and wrongly, about how much more multi-generational today’s workplace is? Is it? In 1950, men retired from employment at the average age of 67. Today that figure is 65, according to the DWP. With people staying on at school and college until 18 and around 40% of them going on to Higher Education, there will be far fewer 16 year olds in the workplace than was the case in 1950.
The UK economy may be faced with a floundering government, inconclusive Brexit negotiations and a decline in consumer confidence. However, it would appear no one has informed the UK labour market of this situation. The most recent ONS report suggests there was a quarter on quarter rise in employment of 181,000 and a similar decline in unemployment of 75,000. The REC reported earlier this month a further sharp decline in candidate availability in August.
Age perhaps matters far less within an employer than without. Matthew Syed outlines a powerful story in the Times this week about an air disaster in 1978, in which the junior (and younger) engineer realised there was a problem with fuel supply but did not wish to tell the (older) pilot about this, because there was an assumption he would know. As a direct result of the crash, junior crew were given assertiveness training and pilots taught about humility. This had the effect of evening out both professional and age-related hierarchies and improving the flow of information. The number of air crashes has reduced subsequently.
So, as an employer brand owner, does your messaging and EVP speak to all audiences? Does it consider the issues, concerns and motivations of 21 year olds, as well as their working parents? Does it feel dry, dusty and dreary to the young; or too cool and edgy for the more mature? Your brand may feel gender and ethnically inclusive – but does it reach out to audiences both young and old?
And the quote? Joan Rivers, in case there was any doubt. An individual who carried on working until the month of her death at 81.
Getting to the heart of your employee mindset 