Mature Workers

Continue…..

2. Make sure they know how much you value their role modeling of certain tasks and behaviors. Specifically look for things they do well, and begin to notice and compliment them on those items. Thank them as often as you can without making them suspicious.

3. Make a special effort to get to know them better. Find out more about their interests. Ask them to share stories of “how it used to be” in the organization. Laugh with them about changes they have seen. Fully engage your sense of humor with them.

4. Ask them for their opinion on a decision you are trying to make. Let them serve as your “special advisor” on certain things they may be good at. If you can’t use their idea, explain why and but thank them for listening to you and helping you talk it out—you know they’d help you think of the different angles. They will begin to beam with pride.

5. Delegate some kind of responsibility to them—something they like and can really take pride in. Monitor how they are doing, and thank them profusely for following through.

6. Ask them if they would like to participate in a special project, task force, or committee that is investigating some kind of policy change, process improvement, or other issue. Don’t make this a punishing assignment. Tell them you are especially looking for someone in that role from your department who has a broad perspective, and their years of experience will be an asset.

7. Encourage them to train or mentor new employees if they have even the slightest talent or interest in this. Often the mature employee and the new employee can both benefit from having this kind of interaction. Make sure you liberally thank and recognize your mature worker for passing along the wisdom. This should be perceived, in their mind and yours, as a privilege, not a chore.

8. If a special change is being implemented, give them a prominent role in the implementation. Even if they have been reluctant to embrace this change, and possibly especially when they have been reluctant, give them an important responsibility. Make sure they know that you picked them because you didn’t want “just anybody.”

9. If they have health or personal issues, show genuine concern. Let them know you want them to take care of themselves because it would be hard to operate without them.

Make sure you recognize this worker in front of peers and to your boss for any little new spark of enthusiasm you observe based on your new approach to them. With a conscientious and persistent effort on your part, you will be successful in improving the performance and commitment of many of your disengaged workers. This success gives you a real feeling of satisfaction—and makes you look good to your boss.