The current economic situation and the uncertainty of the labor market have generated a volatile work environment that has a direct impact on the health of employees, causing fatigue, tiredness and general malaise. These side effects are especially notable in those over 45 years of age, due to fears of dismissal and insecurities in the face of generational changes. All this, added to the great demographic challenge in which life expectancy and the aging of the population are modifying the labor market, raises a panorama that seeks to respond to the retention of those employees over 45 years of age in companies.
And it is that, in 2020, the average age of the Spanish population was 44.3 years, compared to 37.6 years in 2001, showing an upward trend in population aging, as indicated by the data from the National Institute of Statistics (INE). In addition, the United Nations (UN) estimates that, by 2050, a third of Spaniards will be over 65 years of age. In this way, the need for companies to value employees over 45 years of age is highlighted, Well, not having senior talent it hinders the transfer of knowledge and skills between new and old employees and becoming one of the biggest challenges today.
To this context we must add that workers are increasingly looking for the best option on a personal level, prioritizing stability and well-being over loyalty to companies. This, therefore, has a negative effect in terms of absenteeism, productivity and performance, as well as the well-being of workers. In this sense, leaders must play a proactive role and implement measures to improve the well-being and health of employees and help them feel comfortable so that they seek to develop their professional career within the company.
A good salary (40.5%), flexible hours (32.6%) and company stability (27.6%) are the elements most valued by workers in terms of talent retention, according to the annual study “Cigna Well Being 360”. In addition, more than 23% of employees positively value having a friendly and inclusive work environment and almost 20% consider it important to reward the work done for the results and not for the hours spent.
“Talent does not understand gender, age, race, culture or religion, and this reality can be used in favor of the company. For this reason, it is as important to attract new profiles and young talent as it is to take care of the employees who have been with the company the longest and who provide incalculable value, since they are the ones who have faced difficult and changing situations and who tend to maintain the emotional bond. with the company. The retention of diverse talent within companies is the key to success, where in terms of age, the combination of the experience of seniors (Baby Boomers and Generation X) and the new knowledge, freshness and drive of Millennials make companies companies a competitive environment and adapted to today’s society offering products and services adapted to it. Offering an emotionally safe environment, prioritizing people so that even in times of crisis employees feel supported will help them face difficult times with integrity. A leadership that takes care of these aspects promotes the feeling of belonging, motivation, reduces absenteeism and improves productivity”. as well as indicates Ana Sanchez de Miguel, Director of Human Resources of Cigna Spain.
How to increase the performance of senior workers
From Cigna Healthcare, as experts in health and well-being, they detail four strategies to maintain effective leadership within teams, in order to reduce fatigue and increase performancefocusing on the care of those employees over 45 years of age:
- Provide continuous training in an increasingly digital society. The need for training, especially in digital issues, is a fundamental point so that employees can develop their jobs in the best possible way, without developing negative effects on their health, such as stress, anxiety or exhaustion. Leaders need to be empathetic and understanding of their employees’ concerns, and offer support and resources to help them navigate change. In this sense, online or face-to-face training programs allow employees to acquire the necessary skills; In addition, it helps in the acquisition of digital skills and adaptation to new technological advances.
- Understand before acting: intergenerational communication. Keeping workers informed about upcoming changes and how they may affect their work is key to reducing anxiety and uncertainty. In addition, fostering good intergenerational communication among employees helps to establish better relationships, create a friendly environment, and improve motivation and well-being in general. In the same way, it is essential to listen through surveys and periodic evaluations, since it allows real feedback on the situation of the employees, which allows better decisions to be made. This strategy is, therefore, a fundamental pillar within any company since it allows opening a space for new ideas, detecting points for improvement and distributing workloads in cases of stress and exhaustion, thus preventing the appearance of fatigue or other physical and mental disorders derived from work.
- Define future plans to develop the present. Leaders must have a long-term vision and maintain a focus on the objectives of the company, as well as of each and every employee, even in times of change and uncertainty. For this, it is important that they establish, individually, a plan for the development and promotion of their professional career. Through reviews and performance evaluations, leaders will be able to assess the fulfillment of the objectives and reward or reinforce the necessary points. In addition, at this point it is essential that leaders carry out talent management so that all employees are in the right position based on their abilities, promoting motivation and productivity and helping to combat the uncertainties and insecurities of employees. , showing them support and accompaniment.
- Work on the positive effect of flexibility on mental health. Nearly 67% of Spanish workers believe that a flexible schedule and workplace encourages an employee to want to work earlier in one company than in another, according to the annual study “Cigna Well-Being 360”. In this sense, leaders must be flexible and adapt to the needs of their workers, offering remote work options or adjusting hours if necessary. This has a positive effect on the mental health of employees who can better manage their personal and professional time and, consequently, feel more satisfied and comfortable with their work, reducing feelings of stress and anxiety.
