cover feature
happening is not a negative conversation, which assumes the employer
knows what the employee would consider negative. “The
discussion can’t be the first step in a path towards exit.” Instead,
she recommends checking in with employees regularly and establishing
what they envision when it comes to their future with
the company. An exit plan might come up in those conversations
if the employee offers one. “Or you might discover, lo and behold,
there is an accommodation need that exists currently or is on the
horizon,” said Thomlinson.
As with workers of any generation, each older worker is either
an asset or a liability, says Cousineau. “If they’re an asset, ask
yourself, ‘How can I continue to get a return from that asset?’”
Investing might take the form of flexible work arrangements, accommodation,
training or thoughtful career planning.
“The good news is that all these strategies for the 50-plus set
are things all employees want,” said Jaworski. An organization
that invests well in its older workers is likely discover those efforts
pay off with its younger generations as well, helping to
build a more balanced culture, improved engagement and retention,
and ultimately a stronger organization. ■
Wherever you are, you’re never that far from
our experienced team of employment and labour law
professionals.
With 75 lawyers dedicated to this exclusively management-side practice, Norton Rose Fulbright’s
Employment and Labour Law group in Canada offers tailored and effective solutions by taking into
consideration our clients’ industries, competitive environments and corporate cultures.
Law around the world
nortonrosefulbright.com
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John Mastoras
416.216.3905
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Charles E. Hurdon
613.780.8653
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François Côté
514.847.4464
Québec
Jocelyn F. Rancourt
418.640.5003
Calgary
Bill Armstrong
403.267.8255
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34 ❚ FEBRUARY 2014 ❚ HR PROFESSIONAL