19/03/2013
We are often asked by mature age individuals seeking paid employment (and others concerned for their well being), “How hard is it to find paid employment when you’re in the mature age demographic and is there a lot of discrimination?”.
Before answering this question it may be useful to take a look at what is commonly meant by mature age. The Australian Bureau of Statistics defines mature age workers as ‘employed people aged between 45 and 64 years’. This is a pretty broad demographic and, as such, will contain individuals at variety of stages in their careers. One might argue that this definition is outdated and that a new category should be adopted to reflect increased longevity, the stratification of career stages, experience and wisdom this demographic brings to today’s labour market. This has been made even more important since the onset of the GFC, forcing many approaching retirement to reconsider their career options. Moreover organisational ‘knowledge’ and skill retention and transfers is fast becoming a strategic priority.
There has never been a better time to be looking for work if you are of mature age
Unfortunately, the harsh reality is that discrimination exists in many forms of employment including discrimination against mature age workers! Its impact, or anything else for that matter, depends on the individual’s approach to the market and most importantly their attitude. There has never been a better time to be looking for work if you are of mature age. We frequently find that employers are seeking workers who can deal with ambiguity, need minimal training and who have the capability to ‘hit the ground running’ with a solid work ethic. These are all qualities attributed to mature age workers which when combined ‘make them in demand”! Regardless, mature age workers, like any other demographic, must clearly demonstrate the value they can bring to the hiring organisation and not leave it up to the employer to distil this from their background.
Below are 7 tips to guide self promotion for mature age workers:
- Be prepared to reinvent your self – Products and services can become obsolete and need to be recalibrated to the market and so do people!
- Understand your value not just your price – Clearly identify your value and communicate it powerfully.
- Do your research thoroughly – This means the market, target organisations and key stakeholders.
- Smart marketing – Make sure that your marketing documentation and strategy reflects your career goals and target audience. You are a brand – make sure you know what it stands for and communicate it consistently in all your messaging.
- Brush up on your interview skills – Make sure you have captured your most powerful achievements and can talk fluently and confidently about them in a behavioural event interview. Know how to succinctly answer old chestnuts like, “tell me about yourself”, “what’s your ideal job”, “what are your strengths and weaknesses” and finally “what remuneration are you seeking”? Crucially, have at least 3 or 4 very carefully considered questions to ask of the interviewer that shows you’ve done your homework.
- Network voraciously and systematically – Implement a strategic networking plan and use appropriate social media (e.g. LinkedIn) to be your silent army of promoters and a source of research.
- Review your personal presentation – Make sure that personal grooming and appearance is appropriate for your target market.
Mature age workers have an amazing competitive advantage over their younger counterparts. They have usually conquered numerous setbacks and disappointments required for success. They generally have the insight to avoid common mistakes, having already learnt from making them combined with a depth of experience and skills that simply cannot be afforded to younger age groups.
Mature age workers have an amazing competitive advantage over their younger counterparts
Mature age workers are a veritable walking encyclopaedia of organisational knowledge, life and work experience. The opportunity exists for organisations to extract the inherent value and provide an environment that will motivate them to share this abundant wealth with others and for the betterment of the organisation overall. This sounds simple and it is; but simple doesn’t mean easy. An effective approach requires understanding, compassion, courage, flexibility and an appreciation of the changing needs of both parties. With a payoff as strong as this, why wouldn’t mature age employees and progressive employers exhaust the opportunities that mature age brings to the employment equation?