Sustainability Strategy Analysis: Addressing Ageing Workforce Issues

This essay critically analyzes the sustainability challenges posed by Australia's ageing workforce, focusing on the talent gap and its impact on productivity and innovation. It examines the increasing proportion of older workers, their limitations in adapting to modern work conditions, and the associated economic implications. The essay identifies key problems such as resistance to change, health implications, and training issues. It proposes strategies for managing the ageing workforce, including productivity monitoring, skill development, financial counselling, and assisting worker transition. The essay recommends prioritizing the recruitment of younger talent while also supporting older workers through training and alternative career options. The essay concludes that addressing the ageing workforce issue is crucial for maintaining Australia's economic competitiveness and achieving sustainable business growth.

Running head: SUSTAINABILITY STRATEGY ANALYSIS
SUSTAINABILITY STRATEGY ANALYSIS
Name of the Student
Name of the University
Author Note

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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

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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

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tasks. As the people are getting old in case of demographic appearances thus multimodal
tasks and their way of catering the process is the main aspect in such case. Healthier people
are needed by the organisations and in case of speed, physical strengths and cognitive ability
aged employees are not as productive as the younger (Kulik et al. 2014). The acceptance of
new approaches or strategies are missing in case of aged people as they used to continue the
same process they are habituated in, but the process of new thinking and innovative moves
are not created through the process. This process needs to curtail in a right manner else the
situation will be more drastic in future. Apparently, 34% of increase in proportion in the case
of workplace age of 65 years and the percentage will increase from 12.9 in 2015 to 17.3% in
2055 (Pursuit.unimelb.edu.au 2017). The projected view is not soothing for the nation. So the
identification of the problems and state strategies to mitigate the issues is the main aspect of
this analysis.
Problem and challenges for ageing employers' in the Australian workplace
Some of the crucial problems that Australian aged employees are facing are related to
their productive nature and changing approach of modern working conditions. The process of
job variety and innovative planning of works are also a bondage of their acceleration. Fit and
productive employees are the main acceptance for workplace and if aged employees are not
fit for that position, then company must curtail the employee for the development of the
company in a completely professional manner (Pursuit.unimelb.edu.au 2017). The lining of
the work arrangement will be filled up by the same level of expertise but at the young age.
That will take some time to approach the work in a right way and to understand the aim and
objective of the organisation but the employee will be productive enough for the next 10
years or so.

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Challenges like change type in workplace in case of work performance is a challenge
that aged people face in an organisation. Change in particular workplace and add that
employee to support a particular project, is the main concern for the change (Wakerman and
Humphreys 2013). The aged people are working with a particular project for long and they do
not want to change the project. This challenge can be mitigated by the recruitment of new
young employees. The tax benefit and super payment applicable for aged people and
company are not happy with the situation, this change in the workplace with new employees
curtail the process. Flexible shift arrangement is another challenge the aged people face in an
organisation. There are some crisis situations where the shift changing process have
implemented and aged people are not accustomed to that so it creates a problem regarding the
issue.
Biasness in case of experience employee, need to be stopped in case of recruitment as
some of the fresh employees are also reliable as well as productive for the organisation. Their
work rate will be high and they will gain experience as long as they continue in the system.
The leader needs that equal mentality at all times so that younger employees also feel free to
share their views and raise some innovative aspects for the development of the organisation
(Nelsey and Brownie 2012). Change in attitude needs to change along with the changing face
of stereotype processes. The inaccuracy will come at the initial way of project direction but in
most of the cases, young employees learn fast and that evaluation is important in Australia
(Pursuit.unimelb.edu.au 2017). Aged people need to redefine their career and life goals so
that after the level of productivity decreases they have an opportunity to start something new.
The adaptation of new vision is required in that case. Aged employees can join NGO's
and some other firms those are doing a project on those aged people to understand them about
the need for young talent in the modern business (Cota.org.au 2018). COTA is one of such
non-government organisation for older Australian and they are working for the aged care

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staffing level, default price of government commitment, home care processes (Cota.org.au
2018).
The health implication for ageing people is another challenge that aged people have
faced so as the company and productive statics is decreased in that manner. According to the
Intergeneration Report 2015, an average 62 years of age is perfect for workplace and
employees can work at that age without any hassle (Becker, Fleming and Keijsers 2012).
However, on the other hand, people active lengthier has inferences for health outflow, Age
and Facility annuities, the retirement diligence and aged care backing. Australian
Government actual health spending per individual is predictable to more than double over the
following 40 years. This is the reason inter-change in business position and aged employees
will be replaced by the younger ones is the key changes in that case.
Training issue is a relevant challenge in case of aged people. At a certain age,
capacity of accepting new process has dissolved and aged people face such situations. There
are some new technologies used in the workplace and they need to cope up with the process
for the better formulation of advancement (Howe et al. 2012). The advancement is not
possible if these stagnant positioning and people are there. At the final stage of evaluation,
their performance evaluated as low and this is not expected by the organisation.
Strategies for managing the ageing workforce
There are some effective strategies need to be taken for managing ageing workforce.
The strategies are clearly addressing the issues and through those strategies, issues can be
mitigated. The first strategic change that needs to implement is the monitoring process of
productivity. If the range of products is not appropriate then skill development issues are
needed to be implemented, and aged people have to align with the process. The stereotype
old ideas are not considered for the development of the organisation, rather innovative ideas

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can evolve the nature of the business (Phillips and Siu 2012). In that case, comments,
suggestions from new employees are most welcome in that case. The skill development
training classes for the aged people are required so that, they also get managed with the
condition. Biasness over tenure employees is not productive for the company so multi-task
handling employees are needed so that the organisation uses those employees as per the
required standard. Financial counselling is another strategic approach that need to introduce
and that need to align with the productivity. The number of money employees will get as
much as they achieve in their target. The preparation, in that case, is important and that will
accelerate the retirement process (Franks 2012). Assisting worker transition is another
strategic changes need to implement in case support the project and through this process, new
employees also learn about the project and gain the confidence to work alone. This is a kind
of on-job training that provided in that system and aged employees have the additional work
to complete. The use of social media interaction and technology classes are important for
aged employee and they need to attain those classes.
Recommendation
The new design and roles in an organisation are important for the development of the
organisation. The focused area of Australia is the age problem in the workplace and that
impacted on the productivity of the organisation as well as impact the nation. The preference
of new age people and their job quality is important but the experience is the only reason
Australian companies dare to take chances, thus a thin line of differentiation is there. 48% of
these old aged people need to be mitigated and fresh and talented young employees are
needed to be recruited. From a different aspect, planned upsurges in the qualifying age for
civic pension systems around the globe could lead workforces to stick around lengthier
(Majeedet al. 2015). This indecision alone could rapid some labours to accede
superannuation, in a directive to avoid creation and the permanent decision they valour

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remorse after government strategies are lastly stable. The situation is not the expected one,
thus policies for all those aged people is required and these people must involve with the
alternative process and innovative principles will maintain in such cases for the development
of the organisation.
Conclusion
Therefore it can be concluded that the ageing workforce is one of the major setbacks
that Australia has been faced for years. The proper social welfare system, retirement saving
system and border economy also provide a uniform direction to this process, so demographic
challenges are not the only one aspect to be feared on, rather the perceptive of delivering the
product and expected the return from the employee is the concerning aspect in that case. The
percentage will be high in 2050 and that will be less productive for the nation and Australia
will be counted as the low productive country. Hence, the change in infrastructure and
workforce development is needed with the strategic management that will encourage the
development aspect for the nation.

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