While it might be too late for most people to retrain in later life as an optometrist, it does not mean that the older worker does not have a role to play in a practice.
Restless.co.uk, a forum for the over-50s, posted a blog in March 2023 that named eight companies actively employing the older worker. Number two on the list was Boots, which the blog noted ‘offers a variety of positions in management roles, pharmacy positions, and administration roles… including in their opticians.’
Compulsory retirement at pension age, now 66, has not been legal since the abolition of the default retirement age in 2011, a point noted by Optician in February of that year. As a result, the profession still has a number of older workers.
Five years ago, an Institute for Employment Studies survey, Optometrists’ Futures 2018, gave an overview of the profession in terms of age band, year of registration and gender.
In essence, respondents still practicing (then) qualified as early as 1954 with 1% fully qualifying before 1970 and another 9% between 1971 and 1980; 7.5% still working were aged between 56 and 60 and another 4% between 61 and 65.
Of the age bands, from under 21 to 50, females outnumbered males almost two to one. However, the ratio was nearly even between 51 and 60, but after that male older workers outnumbered females almost three to one.
Clearly age is no barrier to practicing as an optometrist. By extension, age is no barrier to undertaking any role in a practice.
The profession does seem to have problems recruiting. By way of example, back in July 2021, Bromptons Opticians posted an apology on Facebook over elongated waiting times due to staff shortages, which may have been because of Covid-19.
A 2023 Workforce Census from the Macular Society revealed ‘the shortage of eye doctors in the UK and the extent of pressure on NHS ophthalmology services’ along with a greater reliance on locums to make up the shortfall.
One possible cause for the shortage is, as Optician reported in November 2022, a burnout in the optical professions with ‘40% of optical practice staff feel[ing] worn out at the end of the working day, while 54% felt their home life was impacted by work.’
A story on The Conversation, an online forum, puts the problem into sharp relief. It reported that employers in many countries around the world are struggling to recruit and are often unable to fill job vacancies.
Some say that this is a result of the pandemic and the ‘great resignation’ or ‘great reshuffle’, where workers sought to leave roles they were unhappy in or just wanted to improve their work-life balance. Others point to long-term sickness, especially following Covid-related illnesses.
However, the real reason is more subtle according to Joop Schippers, Professor of Labour Economics at Utrecht University. He highlights a general decline in workers aged 35 years and under along with an ageing workforce.
And his perspective is entirely logical because birth rates in numerous countries have been falling since the 1960s; even China has seen a drop in its population this year. Many countries have a real demographic problem with an ageing population; Japan and South Korea are especially worried.
Fundamentally, fewer young people are entering the workforce to fill vacancies left by the older generations retiring.
Older workers contribute
Older workers have much to offer employers and should be thought of as more than just ‘warm bodies’ that can fill a recruitment void.
A 2017 report from the Centre for Ageing Better, ‘What do older workers value about work and why?’, noted that there are clear benefits to employers in retaining older workers and keeping them engaged.
It found that older workers’ abilities do not suddenly diminish in the period leading up to and beyond state pension age: ‘Many older workers may be more adept in their role because of the expertise they have gained; they often have highly developed communication skills and can confidently solve problems, handle tricky situations and contribute well to teams. Older workers often have unique insights and good judgement gained from their years of experience.’
The report added: ‘The benefits for employers who take engagement of older employees seriously include better retention, improved knowledge-transfer, better employee relations and lower recruitment and training costs.’
A story on Forbes, adds more to the argument in favour of the older worker. Arlene Donovan, a Forbes Councils member, wrote that older or mature workers know their strengths, address their weaknesses and are not afraid of their own shadow.
She said: ‘They are team players, know how to lead, can drive business needs and create sustainable outcomes. Not only should you not be overlooking this, but you should be actively seeking out the breadth of knowledge and expertise an older worker possesses. Older workers are determined, innovative, strategic, loyal, revenue-producing and creative problem-solving professionals focused on the big picture.’
Keeping the older worker
Before looking at what can be done to keep an older worker on staff or enticed back into the workplace, we need to recognise that many, not all, older workers have choice.
They are likely to be free of children, may have paid off their mortgage, and not only will have accumulated wealth over their working lives, but may have received inheritances. In other words, they may not have to work.
This means that those wanting to keep older workers on board need to recognise that they want interesting work, which stretches them and makes full use of their skills and experience. Like others, they are more likely to feel engaged and be motivated if they feel their job is varied and worthwhile.
One way of doing this is to grant autonomy over what they are asked to do, while granting latitude over the how and when. This recognises that these workers have knowledge, experience and judgement, which are all valued.
A 2022 piece in the Harvard Business Review, Principles to Attract and Retain Older Frontline Workers, reported on another older workers study. It backs this view: ‘According to our study, 76% of survey respondents who would recommend their company to others say, “my work has special meaning: this is not just a job.”’
An allied point is that older workers are more likely to want to collaborate with others or have contact with clients or members of the public. Interestingly, more than two-thirds of employees in the Harvard study prioritised ‘fun places to work’.
The study noted also that many essential roles can be monotonous and difficult and so a ‘fun-loving workplace where employees enjoy each other’s company can mean a lot to the frontline experience. What is more, customer satisfaction and employee happiness are correlated.’
Similarly, the Harvard study found older workers valued management that communicated expectations clearly; this may need the training of younger managers when leading intergenerational teams.
Older workers also want fair access to career development with training and promotion opportunities. And just because they are greying does not mean they do not want to learn about and use information and communications technology.
It is just as important to note that as we get older our health needs change; aches, pains and medical conditions can lead a worker to feel that it is time to retire. Indeed, as the saying goes: ‘Never ask a man over 50 how he’s feeling. You’ll get a long answer.’
Employers need to make workplace adjustments if they want to keep older workers.
Flexible working arrangements may be considered essential by young parents. But they are just as important to older workers who want well-earned freedom. Reduced hours or the ability to adjust the time and place of work are fundamental to making work more age-friendly.
At the same time, older workers are likely to prefer less commuting. Again, the Harvard survey reported that older workers cited leeway around shifts and leaves of absence as an essential element in a great workplace culture.
Hiring the older worker
Employers that recruit and retain older workers tend to have an educated workforce that is alive to age discrimination issues, where harassment and victimisation is dealt with immediately. This applies to pay as much as anything else. Harvard said employers should ‘look at pay equity by job and level, not tenure.’
This works both ways. An older worker may change career and not have direct experience. However, they will have other useful traits so may still justify a level of pay.
At the other end of the scale, an employee may have much professional experience and that will cost, but that expense can be contained by offering flexible and fewer hours. Older workers may appreciate being paid flexibly; weekly will help some.
Lastly, it is important to consider what is needed in terms of skills, experience and qualifications. These should be objectively specified so that age is no bar and experience becomes apparent on a CV or at an interview. And in terms of qualifications, it should be remembered that the older worker may not have formal qualifications but will know just as much from hands-on experience.
Summary
It is clear that we are in an age of tight recruitment and that all avenues should be explored. Older workers have much to offer and a wise employer will target them much as they would someone fresh to the world of work.
6 https://www.opticianonline.net/content/features/in-focus-burnout-high-among-optical-professionals/