Australia’s ageing population: implications for human resource management

Abstract

Considers the implications of Australia′s ageing population for future human resource management practice. Acknowledges that downsizing practices which initially targeted older workers may have contributed to raising the profile of their vulnerability and suggests reforms will be needed in all key human resource functions to reduce bias, improve equity, and focus on the potential benefits older staff can contribute. Differences in health and safety records indicate that age alone does not differentiate between staff, and hence dismisses perceptions of older staff as more accident prone. Stereotypes which militate against hiring older staff need to be addressed and training practices will need restructuring to accommodate alternative training methods which encourage older staff to reskill. Discusses potential new mentoring roles. Proposes that performance criteria which measure contribution need to be developed for all employees so that rewards can be disentangled from length of service and ensure that jobs, not individuals, become the basis of evaluation.