Findings

Here are some insights taken from the Welcoming Workplace interviews with older knowledge workers, addressing a range of physical, psychological and perceptual issues. Author: Dr Alma Erlich.

A Workplace geared to ‘solo’ aspects of knowledge work

The breakdown of borders, walls and private spaces due to the focus on communication and flexibility coupled with business/cost considerations, has resulted in neglect to cater for environments which promote ‘solo’ knowledge work.
The workplace implications of thinking tasks such as creating, analysing, planning and processing complex information on one’s own, are underestimated in relation to the communication and teamwork aspects of the workplace.

Concentrated work catered for in the workplace

The ability to concentrate to a degree that allows deep uninterrupted thinking is essential to productive knowledge work. Productivity is impaired, errors increase and creativity and mental processing may diminish without the suitable space and environment for concentrated work.
Older workers tell us neither open plan office nor additional provided spaces are ideal for concentrated work. Booths are uninspiring, work at home is limited, and other spaces are scarce. Older workers are feeling this, but we believe it applies more inclusively.

Workplace allowing ‘individual ways of working’

Older workers have developed ways of working which optimise their productivity, many of which they have had to give up in the new workspace.
The office design assumes that everything a knowledge worker needs would be coming ‘out of the box’ in front of them; but older knowledge workers tell us they would benefit from alternatives to screen for creating, processing and storing information.
Whether messy, visual, or spreader, they may need different work spaces and fixtures to optimise individual ways of working e.g. backdrops, desks, storage, paper.

Workplace enabling work confidentiality
Confidential workspace has become undesirable and synonymous with personal conversations or with non-transparent, covert and unprofessional work conversations.

But where does one have confidential work conversations and do legitimate and essential confidential work? Confidential work, both on one’s own and with colleagues, is a legitimate and underrated aspect of knowledge work and of managing knowledge workers; it is not sufficiently catered for and not encouraged in the workplace.

Workplace sensitive to age-related physical changes

Older workers are fit and well. Nevertheless, amongst descriptions of good health and active pursuits, there are mentions of a host of symptoms related to age. Though in no way debilitating, these form a constant background to older people’s work which increases their sensitivity to and dependence on the environment.
Weakening of sight, ‘aches and pains’ and tiredness were mentioned most frequently; natural coping strategies are evident, e.g., getting up and away from the sitting posture and the computer screen.
The ‘symptoms’ suggest workplace design for older workers, which would, most likely, benefit the productivity of workers of all ages.

Workplace catering for recuperation and restoration

Activities such as recuperation and restoration are not typically associated with the work environment, and are probably an anathema to it. But work functions have entered the home and appropriated space and time, and it is appropriate and necessary that recuperation functions associated with the home will be allowed into the workplace.
In the right environment, short periods of ‘contemplation’, meditation and rest may boost work-related mental activity of knowledge workers, through the time of rest and after it, and may save days away from work.

More varied and alternative work positions and postures

At present, though spaces and associated facilities vary, knowledge work is equated with sitting. A variety of alternative work postures and positions, e.g. enabling work in semi-reclining and stand up positions, would benefit older as well as younger workers, and may compensate for and prevent increasing work-related skeletal-muscular complaints.

Technology and older knowledge workers

A strong belief about older knowledge workers is that they lag behind in essential IT skills.
Many of the older knowledge workers judge they have technological skills adequate for their role, and are confident of keeping up with IT developments. But some older knowledge workers do feel they are starting from a lower base of IT familiarity, skill and confidence and need more support.
All older workers use colleagues, help desk, live training, e-training, sons and daughters, etc to develop and get help. They are open and adept at finding the information and solutions. They take it for granted they need to develop their skills continuously.
The organisation needs to be more proactive in facilitating technology for a section of older workers. For these, IT learning needs may be different, e.g. depending less on e-training modules and more on face-to-face tuition, requiring more practice and closer follow up.
Also necessary is more proactive guidance in use of new equipment such as complex- function mobiles and other communication tools, to increase confidence and use.
Also, structured opportunities to familiarise with new available software, digital research and communication websites, etc, so that knowledge is not haphazardly dependent on chance, children and colleagues.

‘Institutional Ambivalence’ towards older knowledge workers

Older workers’ perceptions are that there is no overt or intentional age discrimination in the company; that it is an enlightened and fair company, including, in processes of selection, promotion and training of older workers.
Notwithstanding, there are ambivalent messages in the company about the extent to which older knowledge workers’ skills are of value, and whether the company is actively attempting to attract and retain older workers.
Older workers experience a set of stereotypically biased expectations and ‘institutional ambivalence’; being identified as an older worker means being perceived stereotypically as less flexible or adaptable, less easy to manage, less willing or able to learn and take on new ways of working, less likely to be ‘on the radar’ in terms of career advancement; less likely to be cutting edge in technology skills.
It is not surprising therefore that older workers do not want to be identified as older workers. This state of affairs makes it difficult to be targeting older workers proactively for organisational prevention and design initiatives.

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