by Flex HR

Boomers in the Workplace: Addressing the Age Gap While Retaining Valuable Talent

The realization is settling in that there are not enough members of the Gen X, Y and Z generations to replace the coming swell of baby boomers getting ready to leave the workplace and retire.

However, many baby boomers are deciding to work longer, or even choosing to return to work. Thus, employers are coming to recognize that they need to appreciate, engage and communication properly with this key workforce demographic.

Boomers workplace 2025

 

Create a Thriving Boomer-Friendly Workplace

Often, Boomers value flexibility in the workplace, provoking positive relationships with colleagues and leadership.

But don’t make assumptions about what’s important to this generation. BedTimes reached out to find out specifically what boomers’ needs and preferences are, the advice is simple: “Ask them,” says Jim Cichanski, founder and chief human resources officer at Alpharetta, Georgia-based Flex HR, an HR outsourcing and consulting firm. And keep in mind that everyone is different.

“One boomer may want to continue full time, while others want to slowly move to retirement,” Cichanski says. Be proactive in broaching the subject of what their work preferences may be, even after “retirement,” he says. “Don’t be afraid to approach the subject, not to push them out but to retain them. (You don’t want to get a) surprise letter one day that gives two weeks’ notice that they are retiring, just to find out all they wanted was Fridays off or a day off in the middle of the week.”

What you learn may be very simple by asking workers the question: “What can we do to make your work life better?” Responses can be surprisingly simple and cost-effective all in an effort to motivate and keep employees happy. Companies can send out an employee satisfaction survey to get insight on what their staff is seeking.

 

Baby Boomers Workplace

 

Older Workers are Essential to the Workforce

Companies can’t rely solely on young talent anymore.
Brad Schurman is founder and CEO of Washington, D.C.-based Human Change (formerly The Super Age) and the author of “The Super Age: Decoding Our Demographic Destiny,” notes that Gen Z is a relatively small cohort with only 69 million members, while the 65-plus demographic is growing at an unprecedented pace of 4 million a year.

So, the big question becomes: What are we going to do when boomers decide to retire for good because the numbers just aren’t there to hire their replacements?

Some companies are recognizing this impending shortage and are taking steps to get ahead of the curve by signing initiatives like AARP’s Employer Pledge Program. In fact, more than 1,000 companies have made the pledge to promote equal opportunity for all workers, regardless of age. The wise thing to do for the time being is to retain boomers as employees and place an emphasis on what motivates them.

The first step in building a workforce and workplace that engages the boomer generation is recognizing that a problem exists, Schurman says. “You have to acknowledge that the labor market is tight. You can’t necessarily get young talent like you used to. But there’s a pool of workers that exists either in your current employee mix or your future employee mix.”

Baby Boomers in the workplace

 

Age-Inclusive Communication in the Workplace

Communication missteps occur even among generationally attuned companies, illustrating the need for ongoing attention to the alignment of internal and external operations.

Consider recruitment messaging. “All too often, businesses get in their own way by using coded language that suggests —sometimes explicitly, sometimes implicitly — that they want young people filling these jobs,” Schurman says. Terms like “digital native” or “fast-paced environment,” while seemingly age neutral, can suggest a preference for younger workers. And, he adds: “The single most ridiculous thing an employer could ever say to an employee is ‘You’re overqualified.’” That, he says, is often code for “too old” and is dismissive of the value of extensive experience.

All company communications need to be evaluated with an age-inclusive lens to avoid perpetuating ageist stereotypes or discouraging older people from applying to or engaging with the company. This is really just basic knowledge and communication etiquette 101.

 

Strategies to Show Boomers Appreciation

Leadership within a company play a critical role in ensuring that boomers are engaged and appreciated. And so, just as with other forms of diversity, teams and companies benefit from older workers’ perspectives, Schurman says. “They always do better,” he says. One very simple yet extremely impactful way to engage boomers is as easy as making sure they understand how much they are valued.

The power of recognition in the workplace is huge. A recent survey by Canva highlights 81% of employees who felt appreciated at work reported high job satisfaction. Based on 1,500 responses from business professionals in the United States and Australia, the survey also revealed that 94% of employees who feel highly appreciated love their workplace and 91% love their jobs. Of those who reported feeling unappreciated or neutral, only 18% love their workplace and only 33% love their jobs. Canva’s survey also revealed that only 60% of boomers feel their employer recognizes them in ways they value, compared with 75% of millennials, 68% of Gen X.

On a positive note, these results represent opportunity to be had. In addition to taking steps to ensure that boomers (and others) feel appreciated, we see companies today are increasingly, and creatively, focused on ways to provide flexibility.

 

Boomer Talent is Embracing Flexibility

Not all boomers are looking for standard roles in the workplace these days. And so employers have an opportunity to retain boomers’ knowledge by rethinking the types of roles they might fill.

Flexibility is as important, if not more important, to this age cohort as it is for others, Cichanski says. “We find they want flexibility so they can move to semi-retirement. Things like a reduced work schedule or only working two, three or four days a week. Or providing extra time off without pay may help those who are getting older but do not totally want to retire. If they can work from home, and businesses want to provide that option, that can be a winner.”

The capacity to allow for these flexible options could alleviate stress and give boomers the satisfaction of still earning income even if their hours are more part-time. Working remotely or on a hybrid schedule could be just what the boomers ordered to keep them happy in their role.

Companies can also play an important role in helping to bring together employees from different generations to drive conversations and develop relationships.

 

Build and Foster Connections Between Generations in the Workplace

Organizations can and should absolutely capitalize on opportunities to bring workers of all ages and backgrounds together. Creating various teams with a diverse spread of ages in assorted roles helps to bridge generational gaps and build interpersonal relationships. While younger generations can bring fresh perspectives to the table, boomers can share their wealth of knowledge and drive creative problem-solving and purpose driven goals. This knowledge transfer can leave a new and impactful triumph on the business.

Mutual mentoring programs are the key according to Megan Gerhardt, a professor, generational strategist, founder of Cincinnati-based Gentelligence. “It serves the purpose of allowing our baby boomer generation to pass on the knowledge and wisdom,” she says. “And, because of two-way knowledge transfer, it also provides continual development and learning opportunities for baby boomers.” Gerhardt also explains “managers must help their employees see generational diversity as an opportunity rather than a frustration. Intergenerational workplace friendships may be the linchpin to help us all make that vital shift in perspective.”

In conclusion we have learned that leadership needs to encourage multigenerational interaction to better foster healthy atmosphere of mutual respect and collaboration. Seeking out what is important to boomers and all employees to retain their expertise is also key. As is allowing flexibility for boomers that may be on the cusp of retirement but working a different schedule could be the answer to keep them for years to come.