You don’t have to look far to find a headline about the recruitment crisis the industry is facing currently. So, could older workers hold the answer?
Among tier 1 firms, it’s typical that more than 25% of staff are aged over 55.
To quote a recent Construction Management article: “According to the CIPD, there are more than 1.2 million workers over the age of 65. This figure has been growing and will continue to grow in the coming years. A Unison report highlighted that by 2050 workers over 45 will have risen by nearly 8 million, compared with a rise of just 2.7 million for younger workers.”
It is clear that we need to find solutions to retaining and re-engaging older employees.
Think about it: there is nobody better experienced, engaged or knowledgeable about the business than the colleagues who are likely to have been in the industry for some time and/or have a range of transferable skills, talents and life experiences.
There are a vast range of considerations when approaching traditional retirement age. In addition to monetary and fiscal benefits, people have said work provides social interactions, mental wellbeing and purpose – what I refer to as the ‘I built’ factor.
Despite this, however, there can be a level of disengagement from other employees and a tendency to be overlooked for training and promotional opportunities in favour of younger employees, who are presumed to have more ambition.
Cultural barriers
These perceptions are supported by a Health and Safety Executive review of current research, which found that 62% of over-50s described themselves as feeling “as fit as ever”. The cultural attitude to them hindered their ability to stay involved, more than a lack of mental or physical fitness.
Cultural changes can involve a huge amount of research and review – for example, researching internal and external language that could be perceived as indirect discrimination.
There are lots of examples of indirect discrimination, including targeting National Apprenticeship Week at young people – an issue addressed here.
There is nobody better experienced, engaged or knowledgeable about the business than the colleagues who are likely to have been in the industry for some time and/or have a range of transferable skills, talents and life experiences
Some actions can be considered more immediately, however, such as flexible working.
In 2018, the CITB undertook a survey of 240 over-50 employees to enquire about their desires around being offered more flexibility and, therefore, ability to remain in employment for longer.
The survey found that 58% wanted reduced hours and 18% flexible hours, with the remaining 24% looking for training and role changes.
Accommodating change
Part-time options or changes to working patterns, however, can be difficult to negotiate at a later age, particularly in traditional or site-based roles.
Having to provide reasons for applying for changes to working patterns can mean the outcome is based on an arbitrary assessment by those deciding.
So maybe a consideration could be priority access to flexible working patterns for over-50s. There isn’t any evidence of this presenting any compromise. The same HSE study concluded that “elements such as intelligence, knowledge and use of language don’t generally show any marked decrease until after the age of 70 – and these are key to workplace health and safety”.
Ironically, as an industry, we are known for our ability to change perspectives, compromise and design to fit our clients’ expectations and budgets, so we should apply these skills when engaging with employees of any age looking for job role or working pattern changes.
Option appraisals could enable a mutually beneficial outcome and assist with a business challenge too.
Flexibility can help to retain staff longer. Job swapping to customer service or marketing, for example, can offer diversity in the job duties – even considering complete role changes for those who are looking for lesser responsibility given the high-pressure environment the industry demands.
Open, honest conversations with all employees around aspirations, ambitions and future planning can only be good for retention, engagement, wellbeing and even the bottom line. What is there to lose?
Emma Bull FCIOB is a framework manager at Kier.
