Occupational visual demands change as workforce ages

“Older workers” are defined by the federal government as 40 years or older. These individuals will remain in the workforce at least 5 years longer than their parents did. As they move into their fifth, sixth, and seventh decades, they have already had a marked impact on the corporate culture.

Douglas and Muran reported: “Psychosocial research shows that older workers tend to surpass their younger coworkers in loyalty, dedication, stability, predictability, commitment to quality, ability to get along with coworkers, promptness and dependability. Their experience, therefore, is often essential to the smooth running of an organization. As a result, many older workers are being given mentoring and leadership responsibilities that could otherwise only be handled by younger workers after costly and time-consuming training programs. This ‘new breed’ of selected older workers has become a blessing to the work force.”

ODs’ responsibility

The primary care optometrist has a growing professional responsibility to provide comprehensive vision care to this graying workforce. The older worker brings both the natural and sometimes pathological conditions that accompany aging into the workplace.

Alfred A. Rosenbloom

Older workers, even healthy ones, take longer to return to work after injuries and work-related illnesses because, at least in part, they are likely to heal more slowly and may have pre-existing medical problems. The impact of these factors is well known to the optometrist and relate to productivity and return-to-work patterns of older workers.

Number of older workers increasing

Later this decade, as baby boomers begin to retire in greater numbers, there will not be enough workers in younger age categories to take their place.

Crampton and colleagues reported that the comparable birth cohort group that follows the boomers is much smaller in number (76 million people vs. 56 million for those born in this country.) Today, more than 20% of people between the ages of 65 and 75 are working. By 2012 the over-55 worker will represent 19% of the labor force.

Before 1935, there were 10 working-age adults to every American older than 55. Today there are about five working adults to every senior. By 2030 it is projected that there will be two working adults to every elderly American.

Collins reported: “Even more noteworthy, perhaps, is the marked extension of the life expectancy for Americans. In 1900 life expectancy was age 47; life expectancy was age 62 when Social Security began in 1935. Today, census officials estimate a life expectancy of at least age 82. This growth represents an increase of 61% in life expectancy during the last century. Moreover, Americans are not only living longer but they are also maintaining good health well into their elderly years. The convergence of the large baby boom generation, greater life expectancies and lower birth rates has accentuated the trend toward an aging society and an aging workforce.”

Effect on labor supply

Implications for the labor supply are quite clear. The labor force will grow at half the accustomed rate; 50% of workers will be between 35 and 54 years old, and fewer workers will be younger than 35. Researchers project a work force composed of more women, minorities and older workers, and they report a beginning awareness on the part of employers that a new approach may be indicated regarding workforce participation decisions involving older workers. Further, the majority of older workers themselves are indicating resistance to the concept of retirement as an abrupt cessation of work (Purcell).

A national survey by Epstein showed that one-third of those who remained on the job past retirement age did so not for paycheck but because they liked to work. Later career stage trends indicate a new emphasis on shared jobs, flexible working conditions, training programs for older workers and less interest in early retirement.

In 1999, Peter D. Hart Research Associates conducted a U.S. survey for Civic Ventures along with a focus group of community leaders. A total of 803 people between the ages of 50 and 75 years were surveyed; 452 were retired and 351 were working.

According to the researchers, “These individuals denied, at an 80% level, the proposition that ‘my retirement is or will be similar to my parents’ retirement.’ Three out of five rated being valued and needed and feeling fulfilled as important; 53% wanted to be intellectually challenged; 65% emphasized activity and engagement rather than leisure and rest (28%).

“The better educated 56% were ... concerned about the image of older people, ‘that their intellectual abilities are diminished.’ Only 1% expressed any concern about boredom in the future,” the researchers said. Forty-two percent of the respondents indicated that they will continue to work, at least part-time, after retirement.

Effect of comorbidities

Comorbidities, such as heart disease, arthritis, diabetes and depression, are accepted as part of aging, but they can linger, if untreated and undetected, for long periods. The health and lifestyle challenges brought on by comorbidities can also result in work-related symptoms such as inflexibility, lack of cooperation, recurring absenteeism and excessive use of sick time (Douglas and Muran).

The increased use of medications by older workers is another issue. Because the aging process results in crystalline lens opacities leading to cataracts, which may induce color insensitivities and near vision blur, elders may have difficulty discriminating dosage details and pills of similar size and shape. Inadvertent overdoses or untoward drug interactions can cause confusion and neurological disorientation.

Companies adapting to needs

According to Piktialis, few companies consider the aging workforce to be a burning issue. When a company does study the literature, it may not appear to favor older workers.

“The vulnerabilities for companies in relation to the aging workforce are varied,” Piktialis said. “Labor shortages, succession planning, the leadership pipeline, long-term customer relationships, productivity, turnover costs and engagement are some of the challenges that can influence a company’s decision to focus on and adapt to the needs of older workers.”

One of the most interesting issues is how longer life expectancy, better health and overall labor shortages will influence the direction of career stages in the future.

For more information:

• Alfred A. Rosenbloom, OD, MA, DOS, FAAO, is the founding director and current chair emeritus of the Low Vision Service for the Chicago Lighthouse for People Who Are Blind or Visually Impaired. Dr. Rosenbloom is also a member of the Primary Care Optometry News Editorial Board. He can be reached at The Chicago Lighthouse, 1850 West Roosevelt Rd., Chicago, IL 60608-1298; (312) 997-3688; fax: (312) 997-8539; e-mail: aarlvpro@sbcglobal.net.

References:

• Civic Ventures. The new faces of retirement: older Americans, civic engagement, and the longevity revolution. San Francisco: Peter D Hart Research Associates Inc. 1999;1-4.
• Collins G. Rethinking retirement in the context of an aging workforce. Journal of Career Development. 2003;30(2):145-157.
• Crampton S, Hodge J, Mishra J. Transition – ready or not: The aging of America’s work force. Public Personnel Management. 1996;25(2):243-256.
• Douglas B, Muran S. The graying workforce. Public Risk. 2007;14(4):22-24.
• Epstein G. A big new wrinkle. Barron’s. Sept. 6, 1999.
• Piktialis D. Adaptations to an aging workforce: Innovative responses by the corporate sector. Generations. 2007;31(1):76-82.
• Purcell P. Older workers: employment and retirement trends. Monthly Labor Review. 2000;123(10):19-31.
• Rosenbloom AA, ed. Vision and Aging. 3rd ed. St. Louis, MO: Butterworth-Heinemann-Elsevier; 2006.