Business

Welcoming formerly retired workers can help alleviate labor pains. Don’t forget the buddy system

The NBA is not the only organization withdraw employees from retirement. To address persistent labor shortages, companies are similarly tapping this vast source of talent.

The onset of the pandemic has accelerated the retirements of many in their sixties, who are now considering a return to the labor market, much like boomerang workers, who, after quitting their jobs during the Great Resignation, have returned to work. their former employer. For companies looking to fill vacancies, this population of experienced talent presents a solution. According to US Department of Labor Statistics, non-farm payroll employment increased by 199,000 in December, well below expectations, a deficit in part due to the lack of labor. The unemployment rate fell to 3.9%.

Retirees who return to the workforce do so primarily because they want to, not because they have to. Besides their good attitude, they’re likely to be a quick study because they’ve worked for you before, says Carol Fishman Cohen, CEO and Founder of the Rehabilitation Training Company. i Relaunch. “They also have a mature outlook, they are in a relatively stable period of life and they tend to be very excited to return to work.”

But provide them with an environment in which they can thrive, says Christina Gialléli, director of human operations at the learning technology company. Epignosis. She adds that tailoring your onboarding process, so that it prioritizes transition advice that can update employees on general policies and expectations that may have changed since they last entered the workforce. job. Another tip: the fashion for employees who come back every day to get what they want from their jobs. They help you, remember.

Here are two other ideas to make it easier for your former retired employee to return to work:

Set up a training process.

Companies that commit to hiring retired professionals may benefit from having a more formalized training process in place, Cohen says. It can look like an apprenticeship that turns into a full-time job, or direct hires with a personalized bridging program that helps them re-enter the workforce. The training process should provide new employees with a “safe space to ask questions and express concerns, ”Cohen says. It can also give a business valuable insight into the effectiveness of its onboarding process as a whole.

Create a sense of community.

Don’t underestimate the buddy system. People re-entering the workforce may benefit from an assigned contact – another employee who is not their direct manager – who can help them with any questions that may arise after training, Cohen explains. These contacts should understand that their ‘buddy’ is returning to the workforce after a break and should be informed of any information that may be helpful to them to support this reintegration (such as company protocols and technology that the employee will need to know). use). Managers should also establish regular checks with these new employees to help them also in the transition phase.

One of the advantages of having several generations in the labor market is the possibility of transferring knowledge in both directions, adds Gialléli. “An effective way to connect different perspectives is to have empathy and to try ‘reverse mentoring’, which allows different generations to exchange knowledge,” she says. “Also, allowing retirees to come back to mentor younger colleagues can be a powerful tool, as these employees have decades of experience to draw upon. “

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