EP Magazine

Older workers are a key ingredient in the recipe for success

Should the industry be doing more to attract and retain older workers? Lara Eade reports

If you ask people to name their first ever job, the chances are that it had something to do with hospitality. Whether it was waiting tables, serving drinks or washing
dishes at the local pub, the industry is traditionally seen as one that offers young people the opportunity for early employment, with flexible hours that fit around school and college.

In fact, it has become extremely reliant on its young workforce. People 1st’s State of the Nation 2009 report shows that 16 percent of workers are between the ages
of 16 and 19, and a further 32 percent are aged between 20 and 29. Across the whole economy only five percent of the total workforce is aged between 16 and 19, and 13 percent between 20 and 29. But while the industry continues to push its revolving door of young workers, it is heading for problems later down the line.

As the media frequently reminds us, we now live in an ageing society. By 2033, 23 percent of the UK’s population will be aged 65 and over, up from 16 percent in 2008, while those aged 16 or younger will have fallen from 19 to 18 percent. Older workers are a constantly growing demographic, so why does hospitality continue to focus on a shrinking, younger workforce?

Staff retention is already a major issue in the hospitality industry, which has one of the highest rates of turnover of all UK sectors, and the failure to attract and utilise the older generation is one of the factors contributing to this. By positioning itself as an industry for the young, hospitality is missing out on a wealth of  experience from later life workers who, despite having value to offer, may take a look and think “that’s not for me.”

One company that is bucking the trend, and reaping the benefits of employing older workers, is McDonald’s. In August 2009, Lancaster University carried out a  survey of over 400 McDonald’s restaurants and found that customer satisfaction rose by 20 percent in those employing staff over the age of 60. Around two fifths of restaurants currently employ staff in that age bracket.

Some of the strengths highlighted by the research included older workers’ empathy, ability to connect with customers, and willingness to “go the extra mile” to deliver the best possible service. 44 percent of respondents also valued the mentoring skills that later life workers offered to their younger  counterparts, helping them to mature and grow within their roles.

It’s clear that older workers have a lot to offer, often with essential skills that can only be learnt through experience but, like all other employees, they will continue to learn and grow with the business. In August 2009, a research project was conducted by the University of Stirling, which looked at how to  sustain the employability of older workers in the hospitality sector through learning and training.

The findings suggest that older workers value an approach to training and development which recognises their previous experience and, in turn, acknowledges their diverse and individual learning needs and ambitions.

The research also showed that the traditionally perceived disadvantages of hospitality and tourism, such as low wages, unsocial hours, repetitive work and seasonal employment, were not entirely negative issues for older workers. Whereas younger workers may be put off by these factors and move on, older workers find  ompensation for them in being needed, valued, and maintaining a good work-life balance.

In an industry that traditionally suffers from high staff turnover, perhaps it is time for companies to look to this “new” pool of talent for some stability.

People 1st is looking at ways in which the research findings can be utilised, enabling more hospitality businesses to benefit from a more diverse workforce.

If more employers recognised the valueof older workers, not only can they avoid the inevitable problems of over-reliance on a shrinking demographic, but they can also tap into a wealth of skills and experience that can broaden their customer appeal as a whole.

Picture: 90 year old Elena Salvoni is the Maitre D of Elena's L'Etoile, having begun her career at the age of 14