The\u00a0<\/span>Bureau of Labor Statistics<\/span><\/a>\u00a0tells us that the average retail employee is nearly 38 years old. That\u2019s barely scratching the millennial generation and a far cry from Generations X, Y and Z. Some of the industry specialties make 38 seem young, too. The average age at a retail florist is nearly 51. Gift store and household\u00a0<\/span>appliance store salespeople<\/span>\u00a0employees average almost 47, hardware stores average nearly 43, and building materials employees are roughly 42.<\/span>\u00a0<\/span><\/p>\n Not surprisingly, electronics stores and clothing stores range from 30 to 32, while shoe stores are the pups of retail with the average employee (23.3) barely old enough to buy liquor in many states.<\/span>\u00a0<\/span><\/p>\n This is a worldwide trend. The Bureau of Labor Statistics says in the 30-year span from 1994 to 2024, workers 55 and older will evolve from being the smallest segment of the U.S. working population to the largest.<\/span>\u00a0<\/span><\/p>\n With baby boomers working well into their traditional retirement years, the American workforce currently has five generations employed. They\u2019re spread from the silent generation \u2013 those born between 1928 and 1945 \u2013 to Gen Y.<\/span>\u00a0<\/span><\/p>\n [\/et_pb_text][et_pb_text admin_label=”Making the Pieces Fit” _builder_version=”4.22.0″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” use_border_color=”off” global_colors_info=”{}”]<\/p>\n Managing this diverse workforce\u00a0<\/span>requires planning and\u00a0<\/span>presents both challenges and opportunities for employers. Among the challenges are understanding and communication with coworkers.<\/span>\u00a0<\/span><\/p>\n Mark Harris, a leadership development consultant, tells Hardware Retailing that challenges facing business owners and supervisors are instilling cross-generational understanding and communication.\u00a0<\/span>\u00a0<\/span><\/p>\n Younger workers often assume that their seniors are still working because they didn\u2019t save properly for retirement. While that could be the case, older workers who grew up during the Great Depression could have also lost a lifetime\u2019s retirement savings in the Great Recession. They could also like the fulfillment work provides.<\/span>\u00a0<\/span><\/p>\n Older workers, who often took jobs or developed careers based on social stability and security, don\u2019t understand younger workers\u2019 professional motivations. Harris says millennials through Gen Z often select jobs to learn specific skills or have a social impact. Younger workers can also harbor a certain resentment of older workers they might view as impediments to promotions or advancement.<\/span>\u00a0<\/span><\/p>\n Manag<\/span>ement of\u00a0<\/span>such workforce diversity requires a deft touch.<\/span>\u00a0<\/span><\/p>\n Developing knowledge-sharing programs.<\/strong>\u00a0Intergenerational workshops or teams, company coaching initiatives or mentoring programs are a few ways to improve communication, understanding and build a cohesive team.<\/span>\u00a0<\/span><\/p>\n Learn how to communicate.<\/strong>\u00a0Harris says older and younger workers communicate differently. Older workers spent their careers getting face-to-face instruction and are used to telephone communication. Younger workers are text-based. Text or email messages tend to be their avenue of choice.<\/span>\u00a0<\/span><\/p>\n [\/et_pb_text][et_pb_text admin_label=”It’s Not Just” _builder_version=”4.22.0″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” use_border_color=”off” global_colors_info=”{}”]<\/p>\n Your workforce isn\u2019t the only diverse group with which you need to improve communication. Your clientele is also\u00a0<\/span>changing \u2013 older people are staying in the market longer and younger people are becoming the dominant consumers<\/span>. So, to remain relevant to\u00a0<\/span>both groups<\/span>,\u00a0<\/span>mer<\/span>c<\/span>hants should c<\/span>onsider adjusting\u00a0<\/span>m<\/span>essaging and marketing.<\/span>\u00a0<\/span><\/p>\n Print and television advertising might be hitting home for customers 40 and older, but digital messaging like targeted emails, texts (SMS \u2013 short message service) and social media advertising probably finds the mark with younger shoppers.<\/span>\u00a0<\/span><\/p>\n [\/et_pb_text][et_pb_text admin_label=”Not Old. Experienced!” _builder_version=”4.22.0″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” use_border_color=”off” global_colors_info=”{}”]<\/p>\n Although older workers might be challenged with new technology, experience in any job is invaluable. Many industries are suffering \u201cbrain drain\u201d resulting from\u00a0<\/span>inadequate workforce management<\/span>.\u00a0<\/span>Loss of h<\/span>ighly trained or skilled workers, often with decades of job-specific experience,\u00a0<\/span>is<\/span>\u00a0causing anxiety in many industries.<\/span>\u00a0<\/span>\u00a0<\/span><\/p>\n LBM Journal<\/span><\/i><\/a>, a lumber and building materials digital publication,\u00a0<\/span>recently\u00a0<\/span>asked its readers about the effects of \u201cbrain drain\u201d on their businesses. Approximately 94% of the industry is very or somewhat concerned\u00a0<\/span>about\u00a0<\/span>how knowledge loss will affect their businesses. Their reactions ranged from serious concern to relief.<\/span>\u00a0<\/span><\/p>\n Many felt the loss of institutional knowledge would hurt business. Some are looking for ways to\u00a0<\/span>manage their workforce and\u00a0<\/span>keep older workers in the fold.<\/span><\/p>\n [\/et_pb_text][et_pb_blurb title=”Offer part-time or flexible schedules.” use_icon=”on” font_icon=”||divi||400″ icon_color=”#cc6633″ icon_placement=”left” admin_label=”Blurb – Offer” _builder_version=”4.16″ header_text_color=”#3e5062″ animation_style=”slide” animation_direction=”top” global_colors_info=”{}”][\/et_pb_blurb][et_pb_blurb title=”Provide sabbaticals, or more vacation or personal time off. ” use_icon=”on” font_icon=”||divi||400″ icon_color=”#cc6633″ icon_placement=”left” admin_label=”Blurb – Provide ” _builder_version=”4.16″ header_text_color=”#3e5062″ animation_style=”slide” animation_direction=”top” global_colors_info=”{}”][\/et_pb_blurb][et_pb_blurb title=”Allow the ability to work from home. ” use_icon=”on” font_icon=”||divi||400″ icon_color=”#cc6633″ icon_placement=”left” admin_label=”Blurb – Allow” _builder_version=”4.16″ header_text_color=”#3e5062″ animation_style=”slide” animation_direction=”top” global_colors_info=”{}”][\/et_pb_blurb][et_pb_blurb title=”Enlist them for mentorship programs. ” use_icon=”on” font_icon=”||divi||400″ icon_color=”#cc6633″ icon_placement=”left” admin_label=”Blurb – Enlist” _builder_version=”4.16″ header_text_color=”#3e5062″ animation_style=”slide” animation_direction=”top” global_colors_info=”{}”][\/et_pb_blurb][et_pb_text admin_label=”These supervisors” _builder_version=”4.16″ global_colors_info=”{}”]<\/p>\n These supervisors see younger sales associates as ways to attract new customers. They can relate better to younger builders, contractors and new\u00a0<\/span><\/span>homeowners<\/span><\/span>.<\/span><\/span>\u00a0<\/span><\/p>\n [\/et_pb_text][et_pb_text admin_label=”Old Folks. Old Ways. ” _builder_version=”4.16″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” use_border_color=”off” border_color=”#ffffff” border_style=”solid” global_colors_info=”{}”]<\/p>\n Some business owners or managers expressed an interest\u00a0<\/span>i<\/span>n moving\u00a0<\/span>o<\/span>n to younger workers. They saw mentorship programs as \u201ctricky\u201d and an avenue to stifling new thinking and younger employees.<\/span>\u00a0<\/span><\/p>\n The biases against older workers include that they are:<\/span>\u00a0<\/span><\/p>\n [\/et_pb_text][et_pb_blurb title=”Resistant to change in processes and technology. ” use_icon=”on” font_icon=”||divi||400″ icon_color=”#cc6633″ icon_placement=”left” admin_label=”Blurb – Resistant” _builder_version=”4.16″ header_text_color=”#3e5062″ animation_style=”slide” animation_direction=”top” global_colors_info=”{}”][\/et_pb_blurb][et_pb_blurb title=”Impediments to business progress. ” use_icon=”on” font_icon=”||divi||400″ icon_color=”#cc6633″ icon_placement=”left” admin_label=”Blurb – Impediments” _builder_version=”4.16″ header_text_color=”#3e5062″ animation_style=”slide” animation_direction=”top” global_colors_info=”{}”][\/et_pb_blurb][et_pb_blurb title=”Less motivated and less flexible. ” use_icon=”on” font_icon=”||divi||400″ icon_color=”#cc6633″ icon_placement=”left” admin_label=”Blurb – Less ” _builder_version=”4.16″ header_text_color=”#3e5062″ animation_style=”slide” animation_direction=”top” global_colors_info=”{}”][\/et_pb_blurb][et_pb_blurb title=”Absent too often. ” use_icon=”on” font_icon=”||divi||400″ icon_color=”#cc6633″ icon_placement=”left” admin_label=”Blurb – Absent” _builder_version=”4.16″ header_text_color=”#3e5062″ animation_style=”slide” animation_direction=”top” global_colors_info=”{}”][\/et_pb_blurb][et_pb_text admin_label=”Old Biases” _builder_version=”4.16″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” use_border_color=”off” border_color=”#ffffff” border_style=”solid” global_colors_info=”{}”]<\/p>\n In fact, a feature from Deloitte called \u201cNo Time to Retire\u201d found that mature workers tend to display stronger organizational skills, are more reliable and loyal,\u00a0<\/span>and\u00a0<\/span>have a stronger work ethic than their junior coworkers<\/span>.<\/span>\u00a0<\/span><\/p>\n More research from\u00a0<\/span>Milken Institute\u2019s Center for the Future of Aging<\/span><\/a>\u00a0and the\u00a0<\/span>Stanford Center on Longevity<\/span><\/a>\u00a0found older employees took\u00a0<\/span>fewer\u00a0<\/span><\/i>sick days, showed stronger problem-solving skills, and were more likely to be highly satisfied at work than younger colleagues.<\/span>\u00a0Strikingly, it\u2019s often millennials, who haven\u2019t yet found their happy spot in their careers and are still looking around, who are less passionate about their work.\u00a0<\/span>\u00a0<\/span><\/p>\n \u201cPeople are getting to their sixties with another 15 years of productive li<\/span>f<\/span>e ahead, and this is turning out to be the most emotionally rewarding part of life. They don\u2019t want to hang it up and just play golf. That model is wrong,\u201d Jonathan Rauch, a senior fellow at the Brookings Institute, says.<\/span>\u00a0<\/span><\/p>\n Those attitudes are leading up to 85% of today\u2019s baby boomers to eschew retirement and continue working in some capacity.<\/span>\u00a0<\/span><\/p>\n [\/et_pb_text][et_pb_text admin_label=”Teaching Old Dogs New Tricks ” _builder_version=”4.22.0″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” hover_enabled=”0″ use_border_color=”off” border_color=”#ffffff” border_style=”solid” global_colors_info=”{}” sticky_enabled=”0″]<\/p>\n![\"People](\"https:\/\/paladinpointofsale.com\/retailscience\/wp-content\/uploads\/sites\/2\/2020\/01\/PuzzlePieces-600-300x200.jpg\")
Making the Pieces Fit<\/h2>\nIt’s Not Just Your Workforce<\/h2>\n
![\"Image](\"https:\/\/paladinpointofsale.com\/retailscience\/wp-content\/uploads\/sites\/2\/2020\/01\/WebinarCrop-300x286.jpg\")
Not Old. Experienced!\u00a0<\/span><\/h2>\nOld Folks. Old Ways.\u00a0<\/h2>\n
Old Biases\u00a0<\/h2>\n
Teaching Old Dogs New Tricks<\/h2>\n