When asked about the most successful age management solutions they had experienced, only 25% nominated a knowledge transfer solution.

My hunch is that so little is done because we are overwhelmed by the task. Here are three questions to help you focus your knowledge continuity efforts.

1 What do we need to know?
Think about what knowledge and skills are core to your business – now and in the future. Start with your critical areas and work outwards.
2 Who knows what we need to know?
There are people in your organisation who know a lot. We call them Sages. You can call them anything you like as long as it’s respectful! They are your living, walking, breathing database of corporate knowledge. Do you know who they are? Make sure you know who they are and keep them close! Do what you can to influence their late career decisions and explore how they might continue a relationship with your organisation beyond traditional retirement.
3 Who needs to know what they know?
Whether it be through the more formal processes of talent management and succession planning or the natural result of working together, you will identify people who need to ‘sit at the feet’ of your sages. Create opportunities for them to have conversations and begin transitioning knowledge.
Knowledge is slippery. There is no sure fire way to keep it, capture it or ensure access to it. What we do know from our knowledge continuity programs is that solutions emerge once you start the conversation.

At 65 years of age :

• in 1800, you were dead 27 years ago
• in 1900, you were dead 12 years ago
• in 2000, you had 12 – 15 years to go
• in 2100, you may be two-thirds through your life

We need to be very careful about what an ‘ageing society’ or the ‘greying of Australia’ really means

Even at 70 years of age many will still be working, probably part-time and will be fit and healthy.

Sourced from Market Watch, AICD

We agree; we need to raise the age definition of ‘old’. We also need to challenge the traditional assumption of retirement.

Yes – we will have a growing porportion of older workers – most only too happy to do different and mostly part-time work beyond 65 years of age.

Sourced from Market Watch, AICD

Employers need to build capability in role redesign and incorporating flexible work practices into their modus operandi.

SageCo’s key questions::

• How clear is your pathway for mature workers in your organisation?
• How are you supporting your  employees in preparing for work and life in late career?
• How many roles incorporate flexibility?