Managing Aging Workforce: Challenges and Solutions for HR Managers

This research report discusses the challenges faced by HR managers in managing the aging workforce and provides solutions to deal with them. It includes a literature review, data set identification and assessment, and quantitative evaluation of data set. The findings suggest that appropriate pay scales and higher number of training programs can enhance the productivity of the firm.

Research Methods in Business Practice

Contents
Introduction......................................................................................................................................3
Business Research Problem.............................................................................................................3
Literature Review............................................................................................................................3
Data Set Identification and Assessment..........................................................................................5
Quantitative Evaluation and Visualization of Data Set...................................................................5
Conclusion.......................................................................................................................................8
References........................................................................................................................................9

Introduction
The business research is set to document the facilitation of appropriate solutions for the Human
Resource Department so as to deal with the Ageing Population in a considerate manner. The
research report encompasses a brief description of the research problem along with an
informative literature review which supports the discussion. It involves the detailed projection of
reliable data sets as well as quantitative evaluation of the same. In the end, relevant finding and
conclusion are formulated in order to sum up the discussion accurately.
Business Research Problem
Ageing population and its implications upon the HR management of the business firms can be
characterized as the research problem chosen for the respective research project. Human
Resource Managers are entitled to face numerous concerns while dealing with the employees
which belong to elder generation. There are multiple challenges encountered by HR department
in a business institution while handling the employees in the elder age category.
Literature Review
As per the viewpoint of Lisa McQuerrey (2021), it can be stated that aging population is
extremely complex to be dealt with. There are several challenges and issues encountered by the
HR department when dealing and tackling the individual employees belonging to the concerned
age category. The aged workforce lacks the flexibility to adjust as per the regular and recent
alterations and modifications in the advance technology adopted by majority of the leading firms
in the current business context. It is utmost responsibility of the HR team to formulate, organize
and implement proficient training and development programs which can elevate the skills set,
quality of work, competency and efficiency as well as productivity rate for the employees.
The learning abilities and requirements are diverse for each of the working age category. The
common training sessions directed towards the overall staff of the firm impose a major concern
for the HR department as different categories of working staff in terms of age groups requires
diverse training assistance. A common plan for training all of the categories may lead to
ineffective results and performance. The elderly workforce unit requires additional training as

well as guidance by the end of the training facilitator in order to grab the necessary insights on
how to utilize a new upgraded technical advancement.
Retirement can also be termed as an obstacle which is faced by the HR team when managing the
aging workforce. Retirement is a process which impacts upon the workforce capability of an
organization. When well experienced, knowledgeable and competent employees leave the
organization because of retirement, it tends to affect the decision making, process efficacy,
working dynamics within an organizational setting (Turek, Oude Mulders and Henkens, 2020).
In addition to this, the human resource of an organization is tasked with the employing new
candidate to fill the space of the retired individuals which takes a lot of time and effort. The
training also needs to be facilitated to the new recruits which serves as an additional or extra
expense for the HR department as they need to train recruited candidate again so as to invest in
the betterment of their existing capabilities.
The inflexibility can be termed a severe cause when it comes to dealing with the aging
population. They tend to be highly rigid with their approaches to work and decision making
criterions. This further impacts upon their set behavior and employee relations within the work
setting. Along with this, the motivation and willingness to exhibit the best potential for a given
task also reduces when the employees hit a certain age i.e. approx. above 55. Their competency
to utilize their skill in a manner which can highly benefit the business practices led a particular
institution is also compromised.
The HR department needs to be very assertive and careful while communicating with the elderly
employees at the workplace. This is because these individuals serve for a longer time period
within the firm and desire a certain sense of respect from their juniors. They are not so
acceptable of changes as well (Butler, 2020). Hence, the HR department needs to be cautious
while dealing with them while introducing new reforms within the firm. It is necessary for HR
personnel to communicate effectively with the elder generation people in order to make them
understand about the necessary reformation restructuring changes within the organization. They
must communicate the changes to the given workforce in a comfortable manner.
In order to facilitate the smooth flow of business operation within an entity, it is highly necessary
for the staff members to showcase their regular presence at the workplace. The aim of the HR

department is to reduce level of absenteeism. However, the absenteeism rate among the
individuals belonging to aging population is ought to be high due to less motivation, higher stress
levels, frequent heath concerns etc. The health conditions of the aged population are also one of
the factors which restricts them to exercise their best performance in the favor of the
organization. There are multiple health issues faced by the individuals who belong to aged
workforce category such as joint problems, obesity, breathing concerns, hyperactivity disorder
etc. Hence, they need a peaceful environment to lead their work in a better manner. Conflicts and
problems within the business problem can affect them in a serious manner. HR mangers needs to
ensure that cordial relations are maintained with elderly group and no constraints impact their
health as well.
It can be said that aging population is a serious concern for the HR team of an enterprise. Further
efforts need to be given in while dealing with the old category of the employees in order to lead
smooth communication and working process (Lim, et.al, 2020). Inflexibilities, comprehensions,
mental incapacities, retirement phase, absenteeism are some of common concern identified
within the above discussion which assist in creating complexities for the human recourse
department when engaging with aged category of employees working with the business
association.
Data Set Identification and Assessment
In the present study, the data sets have been identified and selected in accordance to their
relevance and accuracy to the chosen research problem. In order to conduct a particular research,
a researcher can capitalize upon two forms of data sets available to the same i.e. primary as well
as secondary. In the given study, secondary data has been sourced through the official website of
Office of National Statics. The reason for the same can be sated as the time and cost efficiency.
The respective source provided authentic and relevant statistics conducted by the ONS which is
highly significant in supporting the discussion carried out in the research study appropriately.
Numerous data sets were analyzed in order to identify the most suitable ones which are
applicable to be taken into consideration in order to address the research concern of the specific
project. Hence, two most relevant data sets were shortlisted which facilitated clear projections

and structured insights and demonstration in regard with the statistics which are required to
justify the qualitative assessment to the proposed research.
Quantitative Evaluation and Visualization of Data Set
The quantitative analysis refers to a form of research wherein statistics, mathematical derivation,
analytical assessment and modelling techniques are taken in to consideration in order depict the
data for further analyzation and evaluation (Purwanto, et.al, 2021). The quantitative assessment
of the data gathered in relation to the resrch topic and problem for the concerned research is
mentioned underneath: -
1. Human Capital Employed
Human Capital Employed
Year Aged 16 - 25 Aged 26 - 35 Aged 36 - 45 Aged 46 - 55 Aged 56 - 64
2018 £ 6.90 £6.96 £4.44 £2.54 £0.57
As per the statistics revealed in the year 2019, it can be stated that the lowest pricing percentage
of human capital i.e. £0.57 ranked within the age group of 56 – 64 in the year 2018. Whereas, the
maximum employment pricing value can be seen within the individuals aged between 26 – 35
i.e. £6.96. From the above depicted statistics, it can be analyzed that the disparity within the
pricing percentage reveals human capital employed within aging population is minimum in

comparison to the other age groups within the business enterprises (Human capital estimates:
supplementary tables, 2019). Therefore, it can be said that the HR department of business
institutions is unable to retain the employees after they reach a certain age.
In order to solve the given concern, the institution must redesign their employee management
strategies. They need to come up with exclusive payment and compensation perks and leverages
for ageing population which aid in the retention of the same within the concerned business
entities.
2. Training received by employees
Employees receiving training as a percentage of age group
Year Aged 16-17 Aged 18-24 Aged 25-34 Aged 35-49 Aged 50-64
Jul-Sep 2021 18 19 15 15 13
Aged 16-17 Aged 18-24 Aged 25-34 Aged 35-49 Aged 50-64
0
2
4
6
8
10
12
14
16
18
20 18 19
15 15
13
Jul-Sep 2021
The statistics presented in the above demonstrated table for the year 2021, denotes that the
training sessions planned for the aging population considered to be 50 - 64 are less i.e. 13% in
comparison to the other age categories. The maximum training is provided to the individuals
belonging to category of 18 – 24 i.e. 19%. (EMP15: Job related training received by employees,
2021). Hence, this reflects that less attention is provided to increasing the standard of
productiveness and skills within the elderly people working in the organizations.

It can be analyzed from the graphs that the HR management teams needs to work upon framing
more incisive and engaging training sessions for the elderly workers. These sessions must be
designed in a manner that they are bale to suit the employee working capacity of the elderly
population and heighted the same in the best possible manner. In order to tackle effectively with
the ageing workers, the HR managers must construct development plans which could foster the
working efficiency within the elderly people and this may also resolve the performance concerns
in regard with the aging staff as well.
Findings
 The employment opportunities and retention capacities of HR department is not sufficient
enough to provide maximum satisfaction to the aging population working within the
organization. The £0.57 price value of aged workforce justify the concerned stance in an
appropriate mannerism.
 It can be reviewed that the training prospectus for the aging population is very minimum
which in turn hampers their ability grow and prosper within the organization. The
declining rate of 13% within the aged category personnel marks the validation for the
same.
Conclusion
From the above conducted research, it can be concluded that management of aging workers
within the organizational setting is a very tedious task, The HR managers combats several
complications when dealing with the same. In order to cope up with the issue in an effective
manner, it is crucial for the HR managers to facilitate the appropriate pay scales to the elderly set
of workforce catering their services in the business entity. The HR teams also need to work upon
the inclusion of higher number for training programs to the older category staff so as to elevate
their potential which in turn assist in the enhancement overall productivity the firm in the near
future.

References
Turek, Oude Mulders and Henkens, 2020. The proactive shift in managing an older workforce
2009–2017: A latent class analysis of organizational policies. The Gerontologist, 60(8), pp.1515-
1526.
Butler, S., 2020. Never too old to work: managing an age diverse workforce. Strategic HR
Review.
Lim, et.al, 2020. Workforce resilience: Integrative review for human resource
development. Performance improvement quarterly, 33(1), pp.77-101.
Purwanto, et.al, 2021. Education Research Quantitative Analysis for Little Respondents. Jurnal
Studi Guru Dan Pembelajaran, 4(2), pp.335-350.
What Is the Impact of Aging Workers on the HR Department? 2021. [Online] Available
through; https://smallbusiness.chron.com/impact-aging-workers-hr-department-60913.html
EMP15: Job related training received by employees, 2021. [Online] Available through;
https://www.ons.gov.uk/employmentandlabourmarket/peopleinwork/employmentandemployeety
pes/datasets/jobrelatedtrainingreceivedbyemployeesemp15
Human capital estimates: supplementary tables, 2019. [Online] Available through;
https://www.ons.gov.uk/peoplepopulationandcommunity/wellbeing/datasets/
humancapitalestimatessupplementarytables