Graham Lowe doesn’t accept a reporter’s suggestion that Canadian workers are entering a Golden Age of employment.

But he believes that employers’ attitudes to workers — of all ages — require fundamental change.

Lowe, a University of Alberta sociology professor and a director at the Canadian Policy Research Network (CPRN), says it’s all about numbers.

By 2010, people in the 54–64 age group will be retiring in greater numbers than the number of new workers entering the labour market.

Mike Sturk, Business Edge
Graham Lowe says more workers will retire by year 2010, leaving a shortfall.

How employers address the looming shortage — if they haven’t already begun — is crucial to their long-term success, he says.

Lowe recently completed work on a major CPRN study focusing on changing employment relationships in Canada. The independent, non-profit organization has a mandate to create knowledge and debate on social and economic issues. (Study findings are published at www.cprn.org)

Lowe believes many organizations, especially those where knowledge workers provide a competitive advantage, must significantly renovate their operations. “A new coat of paint just won’t do,” he says.

Employers must understand that a good paycheque, while important, isn’t the prime motivator for New Economy workers — young or old.

While there were some differences, a 2000 CPRN-Ekos survey found that workers of all ages held similar beliefs as to what constitutes a good job.

Topping the list was the view that workers are respected, the job is interesting, good communication exists with co-workers, a balance is struck between work and family, and there is an opportunity to expand one’s skills.

Next was remuneration, and a feeling among workers that they are well paid.

The trick for companies, says Lowe, is to create a climate in which people can apply and further develop their knowledge while meeting company goals.

Such an atmosphere ensures people are in the loop, have the information and resources they need, and are receiving quality supervision.

“Good supervision is critical, including feedback,” says Lowe. “People need to have opportunities to do challenging and interesting work. If they don’t, they are going to leave.”

The tight labour market of the last two years has forced some companies to adjust their strategies, says Lowe.

But by 2006, the front end of the Baby Boomer population reaches the age of 60, and the “Big Three Challenges” facing most leading employers — finding, keeping and developing talent — will be magnified.

Lowe believes companies have three sources to tap the labour market: immigrant workers, female workers and the 60-something crowd.

Canada has taken in less than one per cent of its population in immigration and refugees, says Lowe. That trickle of workers can provide temporary relief in selected areas, but for immigration to make a difference, it must be opened up significantly.

If good childcare was available, more women could also be attracted to the labour force.

The much larger, and obvious group, is the retirees.

The whole notion of the institutionalized retirement age at 65 is likely to become centre stage very soon, he says, noting that regulatory problems here will have to be addressed.

Today’s older population is healthier and more vigorous than previous generations. While the public sector and many companies enforce the 65-and-out rule, Lowe says it makes sense to keep them employed if that’s what people want. “We’re finding lots of older workers who neither want to retire, or can’t afford to retire.”

While 65 is the magic number, Lowe says that in the public sector, with all its associated downsizing, the retirement age is actually 58.

The whole issue may not just be about trying to deal with the flow of retiring 65-year-olds, but finding ways to retain that large group around age 60. That, he says, will require creativity and good incentives.

Out of necessity, it must happen.