The challenge of presenting a conference keynote gave me the chance to consolidate some of my thinking about different approaches being taken to the ageing of the workforce and population.

Historically most approaches have been focused on the individual, advocating for and ensuring older employees are not discriminated against, that they are valued for their skills and wisdom and conditions are introduced in the workplace that would allow them to work more flexibly etc. This is often driven out of a diversity and inclusion agenda. All good stuff you say. But is this engaging business to the extent required to address what we know are some of the big shifts happening. I would suggest not.

I recall talking to a senior executive a couple of years ago. They reflected that much of what they were doing as a company was great for the older employee but it didn’t help the executive or the Board think about and act on the emerging workforce issues and risks they faced. We are finding that to do a “Mature Aged Workforce Stock-take” (MAWS™) with an organisation and to identify the very real business risks they have is getting far more traction. The action plan then focuses on issues that matter to the business; retention, engagement, productivity, recruitment, wellbeing, reputation etc.

The new and exciting development for us is to also look at the macro environment, the economic opportunities and risks. I recently reviewed ten regional development strategies from Queensland and New Zealand. Most mentioned the ageing of the population as a demographic feature but none had strategies in place to address the economic risks and opportunities. But that is changing. Canterbury Development Corporation have recently released their economic development strategy and are now focussing on this challenge.

We need to move beyond advocacy to enterprise and regional economic development approaches. Interestingly, attend to the enterprise and the economy and the individual can be addressed.