Critical development solutions to sustainability challenges in case of ageing workforce in Australia

Running head: SUSTAINABILITY STRATEGY ANALYSIS
SUSTAINABILITY STRATEGY ANALYSIS
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1SUSTAINABILITY STRATEGY ANALYSIS
Topic: Critical development solutions to sustainability challenges in case of ageing
workforce in Australia.
Introduction
The ageing workforce is one of the major problems in the Australian workplace. This
is defined for every individual who is 40 years of age or older than that. The term "ageing"
signifies two main components like chronological manner and knowledge accuracy. There
are some organisations where aged people are needed as the tenure or experienced outcomes
are required in such cases. There are some strategic approaches have been taken from the
Australian administration by enhancing their knowledge up to date and moderate their
structure of the organisation. In Australia, one in four people is older than 55 years and over,
that signifies the rate of ageing people in Australia and the workplace productivity has
suffered for that reason (Connell, Nankervis and Burgess 2015). There are some responses
against this process and some of the organisations recruit new talents in place of aged people.
As the experience is the prime matter in case of replacement, this same level of expertise has
been chosen by the workplace administration.
The traditional interpretation of retirement is varying in Australia and 48% of baby
boomers expect to keep working at the past age of 65. Even 13% of the people still believe
that at the age of 70 years, they can still productive for the company. The most shocking part
of the nation is the working percentage of the people over 65 years and that increase by 1.1%
from 2014 and made 16.1% in 2015 (Aberdeen and Bye 2013). There are 12.5 million people
are aged between 35 to 64 years and the data showcases the nature of labour force in
Australia.
The thesis statement of this essay is based on the problem related to the ageing
problem in Australia and the talent gap that measure in such cases, that makes Australia lame

2SUSTAINABILITY STRATEGY ANALYSIS
and unproductive in case of new ventures. The critical thinking and new ideas are not coming
from aged people and the traditional way of business expansion or penetration has flowed.
On the other hand, if some new people aged between 20-27 years join this organisation
process, then the acceleration of the productiveness in Australia will rise and companies will
develop their market position in this globalised business process.
Australia’s ageing population
The Intergeneration Report 2015 demonstrates that the economic growth of any
company will remain as same if productive diversity and economic performance in the
market are not in process in a legitimate manner. According to the 2016 census report, one of
the six-person in Australia aged 65 years or over than that. This was nearly 16% of the total
workplace population (Hrmonline.com.au 2018). From 2006 to 2016, aged people of 55 years
increased by 13% and that ultimately providing a setback for the nation. The demographic
continuity is not the main issue in such case, but the process of productive nature is the prime
reason for the change, and the change is needed for the business growth in Australia. The rate
of workforce participation aged in 65 or above Australia is on the higher rank
(Hrmonline.com.au 2018).
Australia
1990 5.4
2000 6.1
2015 13.1
Table 1: Increase percentage of Australian workforce over 65 years
(Source: Hrmonline.com.au 2018)
The table signifies the increasing number of percentage in Australia and the changes
in the productivity due to that reason. The aged employees are not able to do multi-range