Work to avoid losing resource of employees to retirement

Losing individuals to retirement creates numerous problems in businesses. Locating quality candidates to fill job openings still is a challenge in spite of a softening in the job market. When re-tirees leave, corporate memory is lost.

That memory encompasses the company culture, the detail of job-related events, and management, communication and decision-making styles. This loss results in firms repeating past mistakes, failing to learn from previous successes, reinventing the wheel and reducing continuity with new staff during the assimilation process. Avoid these issues by investing time, energy and financial resources in retirees to persuade them to stay with the company in some capacity.

A member of the human resource de-partment should meet with the retiree to determine the activities he plans to perform during his retirement. If he does not have any solid, full-time projects, begin a three-step process to sell him on the idea of continuing employment with the business.

First, ascertain how much he enjoys his existing job duties. If he wants out from under the stress, suggest a position with less responsibility. If he is bored, re-view promotional opportunities available or determine if his manager will delegate more meaningful tasks.

If he desires part-time work, modify his existing job or offer him a lower-level position with less hours. Provide flex-time if that will meet his needs.

Second, determine any problems at work that might be solidifying his decision to resign. Does his supervisor ap-preciate him? Is genuine positive feedback provided often? Is constructive feedback properly performed? Is conflict addressed and resolved immediately and appropriately? Is he receiving e-nough information regarding his department and the establishment that he feels "in on things?" Is his manager responding quickly to his questions and needs? Does his boss encourage him to express his viewpoints? Does he perceive the work environment as fun? If an issue is discovered, take immediate steps to turn the situation around.

Third, educate him on the downfalls of retirement. Typical negative aspects from a professional standpoint include a dramatically scaled-down sense of personal achievement and diminishing op-portunities to develop new skills.

Problems with a more personal impact consist of feelings of isolation, lack of a daily structure, a reduction in income, an impression of uselessness and the inability to make new friends.

Provide special benefits if you succeed in retaining him. If he chooses a reduced workweek, continue his basic benefit plans such as medical, prescription drug, dental, vision and life insurance. Be flexible to future requests for time off.

Team up with outside consultants and professionals to assist associates who de-cide to remain employed during their re-tirement years. Obtain the services of financial planners. Hire trainers to conduct in-house seminars on relevant topics such as fitness, nutrition, grief-coping skills and stress management.

If you fail in your efforts to retain him, see if he will work on an as-needed basis. His time and expertise will be valuable during peak work periods or when em-ployees will be absent due to vacations, sick days and leaves of absence.

Most older people today live longer, healthier and more vigorous lives. Begin thinking "outside the box," and stop losing this valuable resource to traditional retirement.

(Lynne Haggerman is president/ owner of Haggerman & Associates, a retained search, outplacement, in-house management training, and hu-man resources consulting firm.)