The Role of Older Adults in the Workplace - An Ageist Series (3 of 3)

15
Aug 2024
CPHR Alberta
148
A network of people connected by lines on a gray background.

Author : Manley Osbak 

Ageist stereotypes are a fallacy, not only because they mischaracterize people, but because they obscure the underlying concern of competition that is the principal motivation behind such stereotypes. Common approaches to combatting ageism are paradoxically ageist themselves, as they often emphasize egalitarian motives rather than acknowledging the social capital that older adults bring to the workplace. Older adults enhance workplace functionality by balancing competitive and cooperative values, and they play a crucial role in developing others organically through intergenerational exchange and citizenship behaviour. Considering the ongoing demographic shift, and the inevitability of aging, it’s imperative that we understand and incorporate the strengths that older adults bring to the workplace.

Life is a continuous process of loss and gain. As we progress through different stages of life, our resources continually evolve, prompting us to modify our goals while minimizing losses and maximizing gains. According to the selection, optimization, and compensation model of adult development, loss is experienced throughout our lives, but so is gain. While egalitarian arguments promote a polite response to the losses, they fail to recognize and leverage the gains. 

Erik Erikson, a prominent 20th-century psychoanalyst, created a theory of life-span development that comprised of eight (later nine) stages. The seventh stage, which Erickson considered the key development of adulthood, was characterized by generative action. Generative acts are those that create, maintain, and offer benefits for the next generation, nurture individuals, and produce outcomes with communal benefits. These actions serve to enable, promote, establish, guide, and contribute through conservation, restoration, preservation, cultivation, and maintenance. Generative acts also preserve cultural continuity over time by enacting rituals, linking generations, and ensuring cultural continuity.

Generativity reflects a fundamental optimism about human potential. It is rooted in hope, a psychosocial strength that originates from the earliest of Erikson’s developmental stages. The concept of generativity incorporates the strength of fidelity, which develops in healthy adolescent growth. In the generative stage, the strength of care comes to the foreground, reflecting the capacity to care for what a person has learned to care about. With hope understood as an expectant desire, fidelity as commitment, and care as the dedication to nurture, the foundations of generative action are grounded in belief, commitment, and concern, making it emotionally significant.

Erikson associated the rise of generativity with the onset of middle adulthood. This association intriguingly aligns with the findings of Stanford psychologist Laura Carstensen, who noted a substantial increase in the importance that adults place on socioemotional information and emotionally salient outcomes in mid-life. Similarly, Canadian labour statistics for 2022 reveal a 31% drop in labour force participation among individuals aged 55 to 65. While some may attribute this trend to early retirement, we know that people remain in workplaces that reflect their values. The 31% drop in Canadian labour suggests a profound misalignment between the values of mid-life adults and prevailing workplace values.

If the workplace emphasizes instrumentality and assesses the value of people based solely on their immediate contributions to instrumental outcomes, it becomes clear that these workplace values would not align with the generative values of older adults. Older adults, experiencing a shift in priorities towards generativity and socioemotional goals, may find such environments unfulfilling or even alienating. This disconnect can contribute significantly to their withdrawal from the labour market. Recognizing and addressing this misalignment is crucial to fostering a workplace that is not only inclusive – but is strategically inclusive for a purpose.

Creating a workplace that is more inclusive of older workers should not be viewed as an expression of egalitarian ideals, but rather as a recognition of the strategically valuable strengths that older workers add to the social capital of the organization. The generative interests of older adults exemplify a communal orientation, focused on contributing to the development of others and enhancing the social context that underpins human development. It is crucial to understand that unmitigated instrumentalism is not conducive to sustainable and scalable production. Sustainability and scalability can only be achieved when instrumental and competitive values are balanced by constitutive and cooperative values because the resulting balance permits the social structures that promote individual growth and commitment.

Our objective is not merely to be more inclusive. Our objective is to be more effective. To do so, we have to move beyond the unconscious primordial concerns expressed in ageist stereotypes, transcend the toxicity of unmitigated instrumentalism, and fully recognize the generative value of the social dimension within the workplace. It’s essential to understand the role of older adults and generative action in developing social capital and transmitting value across this social dimension. Creating an age inclusive space doesn’t mean simply adjusting to the presence of older adults, it means actively leveraging their unique contributions to foster a more dynamic, sustainable, and productive work environment. By doing so, we can transform our workplaces into functional communities that utilize the full spectrum of human potential and drive collective progress.

The views and opinions expressed in this blog post belong solely to the original author(s) and do not necessarily represent the views and opinions of CPHR Alberta.

Manley Osbak is a Workforce Development Specialist with Work Locomotion where he leads the development and delivery of supervisor training. As a Certified Training and Development Professional with over 25 years of experience in the energy, construction, and manufacturing sectors, Manley focuses on helping supervisors master their roles in an increasingly complex operating environment. Having authored and coauthored numerous journal papers and trade magazine articles, Manley is well known for his investigative approach and crisp delivery. Connect with him on LinkedIn and access his current work on worklocomotion.Substack.com.

The views and opinions expressed in this blog post belong solely to the original author(s) and do not necessarily represent the views and opinions of CPHR Alberta.



Reimagining Modern Fatherhood in the Corporate World

By Jessica Jaithoo • June 11, 2026
Author: Nidhi Gandhi , 2026 Social Media Committee Volunteer "By the time you truly understand your father, you have become one yourself, and your father may no longer be in the world for you to tell him." It's a thought that stays with Jitendra Das, and one that lands especially close around Father's Day. Jitu, to those who know him, is a Senior Human Resources Business Partner at Amazon, where he partners with business leaders on organizational effectiveness, talent strategy, leadership development, and culture. Behind that work sits more than 16 years of HR experience across India, the Middle East, Southeast Asia, and North America. Alongside his corporate role, he is an ICF certified executive coach at the PCC level with over 2,500 coaching hours, having supported leaders across Fortune 500 companies in unlocking their potential and navigating personal and professional growth. But the role that shapes everything else is a quieter one. He grew up watching a generation of fathers who showed love through provision, and made himself a different promise, to show it through presence. He wants his son, Ayaan, to remember the school runs, the bedtime stories, the nothing-in-particular evenings. As he puts it: "I am not building a career despite being a father. I am building it because of it." This Father's Day, we interviewed Jitu to talk about what modern fatherhood asks of men at work, the leave they don't take, the bias they navigate quietly, and what it really means for a working father to feel safe being fully himself. 1. You are uniquely positioned to advocate for policies like parental leave for fathers. Do you feel a personal responsibility to champion men’s work-life balance and mental health in the corporate world? Absolutely, and I think responsibility is the right word, not just opportunity. Men's mental health and work-life balance remain largely underdiscussed in corporate spaces, and the cost of that silence is real. Burnout, disengagement, and leaders who are physically present at work but emotionally absent at home, these are symptoms of a culture that never gave men permission to be human. In Canada, fathers have access to parental leave, yet the uptake remains far lower than among mothers, not because fathers do not want to be present, but because the culture has not caught up with the policy. I want to help close that gap. Not just through advocacy in meetings, but by modeling it myself, being visible about my own boundaries, talking openly about Ayaan and what being present for him means to me, and making it easier for the men around me to do the same. If I cannot use my platform to normalize that, then what is it for? 2. Working fathers often face a subtle social bias where they are viewed as the 'secondary' parent. How can HR teams and leaders shift corporate mindsets to recognize and respect men as primary, equal caregivers? The bias is real, and it often lives in the small things: a father who leaves early for his child's recital gets noticed differently than a mother who does the same thing, and a man who sets a hard stop for school pickup reads as less committed rather than more present. HR teams need to look at this structurally, because in Canada, parental leave is available to both parents yet the uptake among fathers remains significantly lower, and that gap is not about desire, it is about what leaders normalize. If no senior man in an organization has ever visibly taken parental leave, that silence is a message. I keep Ayaan's school events on my calendar and I do not hide them, because representation in everyday behaviour is more powerful than any policy document 3. There’s an old stereotype that fathers should always be the 'unshakable pillar.' How have you learned to embrace vulnerability, both as a dad and as a professional leader? When we moved to Canada in 2022, I went through a period of professional uncertainty I was not prepared for, having built my career across India, the Middle East, and Southeast Asia and then starting over in a new market without the network I had spent years building. My wife Megha held the family steady during that time, and watching her do that taught me the difference between being a pillar and being a wall: she was not unaffected; she was grounded. I have told Ayaan when I have had hard days, not to burden him, but to show him that naming something difficult is not weakness, it is how you move forward. That same principle lives in how I coach leaders now: vulnerability is not the absence of strength, it is the honesty to say where you are, and that honesty builds more trust than any polished performance. 4. What does psychological safety look like for a working father? Have you ever felt pressure to hide family obligations to maintain a certain professional image? Yes, early in my time in Canada I was careful about how much I revealed as a father in professional settings, because there is an unspoken test that working fathers navigate: prove your commitment by making your family invisible at work. But I think about Ayaan running to show me a drawing he made at school, not because it was perfect, but because he wanted me to see it, and that unconditional trust reminds me that the most important audience for how I show up is not in the boardroom. Psychological safety for a working father means being able to say I am leaving early for my son's event without it being read as a lack of ambition. The day that becomes unremarkable is the day we have actually made progress, and as HR professionals, building that culture is not a nice-to-have. It is the work . A Wish for Father's Day “Fatherhood did not soften my professional edge. It sharpened it, gave me a reason to build something worth being proud of, and a daily reminder of what I am actually working for. This Father's Day, my wish is simple: I hope working fathers across Canada and the world feel seen, take the leave they are entitled to, and show up for the bedtime stories. And I hope their organizations build cultures where none of that is a trade-off. Ayaan, this one is for you.” Jitu's wish is a modest one, but the shift it asks of our workplaces is not. It asks for cultures where presence, honesty, and a hard stop for school pickup read as strength rather than absence, where showing up for your child is never a trade-off against showing up at work. This Father's Day, that feels like a goal worth building toward. Wishing everyone a Happy Father’s Day!

International Wellness Day: Prioritizing Wellbeing in Our Everyday Lives

By Jessica Jaithoo • June 8, 2026
Author: Taia Northrup , 2026 Social Media Committee Volunteer Each year, on the second Saturday of June, people around the world come together to recognize International Wellness Day, a global movement dedicated to promoting healthier, happier, and more balanced lives. This special day serves as a reminder that well-being extends beyond physical health; it includes mental, emotional, social, and workplace wellness as well. As HR professionals, wellness is more than a personal responsibility, it is a workplace priority. The Chartered Professionals in Human Resources (CPHR) profession recognizes that healthy, supported employees are the foundation of engaged, productive, and resilient organizations. HR leaders play a key role in creating workplace cultures that foster psychological safety, work-life balance, employee engagement, and overall wellbeing. International Wellness Day encourages individuals, employers, and communities to reflect on the habits, environments, and relationships that contribute to overall wellbeing. In today’s fast-paced world, it can be easy to put our health on the back burner. This day provides an opportunity to pause, evaluate our wellness practices, and make meaningful changes that support long-term health and happiness. The celebration also aligns with the broader goals of workplace wellbeing initiatives, which focus on creating healthier organizations and communities. Research continues to show that employees who feel supported in their wellbeing experience lower levels of burnout, higher engagement, and stronger workplace satisfaction. Organizations that prioritize employee wellbeing also benefit through improved retention, productivity, and organizational resilience. From a CPHR perspective, wellbeing is not limited to wellness programs or fitness challenges. It involves taking a holistic approach that considers mental, emotional, physical, financial, and social health. Building supportive policies, encouraging meaningful work-life balance, and creating inclusive workplace cultures are all essential components of a successful people's strategy. Wellness looks different for everyone. For some, it may mean prioritizing physical activity, healthy nutrition, or quality of sleep. For others, it may involve managing stress, strengthening social connections, practicing mindfulness, or taking time for self-care. The important message is that small, intentional actions can have a significant impact on overall wellbeing. As we celebrate International Wellness Day, consider taking a moment to invest in your own health and happiness. Whether it’s going for a walk, connecting with loved ones, setting healthy boundaries, or simply taking time to recharge, every positive step contributes to a healthier and more fulfilling life. At its core, wellbeing is about creating environments where people can thrive—both at work and in life. As HR professionals and workplace leaders, we have the opportunity to champion initiatives that support our people, strengthen our organizations, and build healthier communities for the future. How will you invest in your wellbeing today? 

Building Trust with Indigenous Employees: The Role of HR and Leadership

By Jessica Jaithoo • May 22, 2026
Trust is the foundation of any successful workplace, and for Indigenous employees, it is defined by historical, social, and political realities that organizations must acknowledge and understand. Building trust with Indigenous employees goes beyond basic diversity policies to a more informed and meaningful action plan towards achieving a respectful, equitable workplace and a commitment to reconciliation. According to Alberta Learning Information Service (ALIS), a commitment to building a trusting relationship between employers and Indigenous employees is not only an ethical responsibility but also creates a strategic business advantage. Human Resources and leadership play a crucial role in building this trust by intentionally integrating inclusion, trust, and accountability into all aspects of the workplace. Understanding Trust in the Indigenous Workplace Context Trust for Indigenous employees is influenced by a history of colonization, systemic discrimination, and inequities that affect employment experiences today. Data from Statistics Canada (2022) reveals that Indigenous people are more likely to experience workplace discrimination than non-Indigenous employees (15.2% versus 9.1%), and they are also less likely to remain in roles long-term, with only 32.0% reporting tenures of 10 years or more compared to 37.3% of non-Indigenous workers. Statistics like these reveal the lower levels of psychological safety that Indigenous employees feel at work. Building psychological safety for this marginalized group therefore requires HR and leadership to move from performative inclusion to more meaningful and relationship-based practices that are centered around trust, respect, and inclusion. The Role of HR and leadership in Building Trust Building trust with Indigenous employees is a shared responsibility that requires both HR and leaders to work in sync. We will discuss the roles of both parties below. 1. Mentorship Indigenous employees who are new to the workforce might be unfamiliar with systems, procedures, and expectations. A mentorship program, opportunities for leadership development or training, or a buddy system that pairs them with an employee guide and supports them throughout their first few months or longer can be beneficial for these workers. An effective mentorship program will require organizational leadership to endorse and prioritize mentorship initiatives while HR works with managers to design and implement mentorship programs that will meet each employee’s development needs. When done right, Indigenous mentorship programs can bridge the cultural gaps and create safe spaces for growth and promote psychological safety. 2. Cultural Competency and Awareness Training Cultural competency has become a critical skill in managing today’s diverse workforce and the major aim of this training is to create awareness and/or improve the understanding of various cultures and beliefs in the workplace while equipping staff with skills required to seamlessly communicate, collaborate, and respectfully work with people from different backgrounds. Leaders must champion this training and promote a culturally respectful workplace culture. HR must lead the implementation of such training, ensuring it is structured, inclusive, and embedded across the organization and engage the right facilitators. 3. Providing Support for Emotional and Mental Well-being Supporting Indigenous employee well-being is another critical responsibility. To achieve this, organizational leaders must commit to fostering a culturally safe, trauma-informed workplace that respects Indigenous traditions, prohibits discrimination, and creates environments where Indigenous employees feel safe to speak up. Clear reporting avenues and prompt action to concerns should be addressed. HR’s part in this initiative is to provide Indigenous based employee assistance programs like Indigenous-specific counselling resources, elder support, and land-based healing programs where accessible. Also, promoting a supportive workplace culture, fostering inclusive team environments where Indigenous employees feel supported and valued. 4. Integrating Cultural Inclusion in Workplace Practices This is another shared responsibility between HR and leadership. HR plays a key role in designing and formalizing cultural inclusion practices such as starting corporate events with land acknowledgments, creating space for cultural practices like smudging, supporting flexible holidays for cultural celebrations, and ensuring that Indigenous memorial events such as the National Day for Truth and Reconciliation or Aboriginal Awareness Day are celebrated. The leadership role is to reinforce these commitments to cultural inclusion by openly supporting and participating in these initiatives, which shows that the organization regards cultural inclusion as a priority. 5.Supporting Career Advancement and Fair Performance Practices Finally, HR plays a vital role in designing clear, transparent paths for advancement and working with managers to implement fair and consistent application of performance standards and employee feedback systems. Organizational leaders are responsible for supporting employee growth and development, encouraging participation in career advancement pathways, and demonstrating commitment to equity and inclusion. The following experience report offers a real-world example of how the trust-building principles outlined above can be put into practice through partnership, flexibility, and shared accountability. Experience Report: Building Trust Through an Indigenous Employment Partnership by Rike Enss In 2024, my HR team attended a career fair at Norquest College where they were approached by leaders of the Indigenous Career Centre, an external facing program of the college located right next to Norquest. The Indigenous Career Centre (ICC) connects Indigenous talent s with their employer partners. So, the conversation was two-fold, finding an employer partner that could support employment opportunities. As a company who has Indigenous Partnerships as a strategic pillar and actively connects with Indigenous communities to support each other, we were very open to connecting and hearing how we can engage. From there, many conversations and meetings were held, where we got to know each other and actively connected on what this partnership could look like, as we are mostly a seasonal employer. Most of our jobs are entry level and all one needs are 3 safety tickets. Even that could be quite a challenge for some Indigenous job seekers. But the Indigenous Career Centre was there to help, and able to financially support job seekers with getting these tickets through funding or other means. Before the whole partnership could begin, a formal Pipe Ceremony was held in February of 2025, where leaders from both sides came together to ground our relationship and affirm our intention to walk together side by side, helping each other and our job seekers. As a company, we also knew we needed to be a bit more flexible than our usual approach, and that wasn’t hard to achieve. Partnering with ICC and consistent and open feedback and communication made this possible. In the spring of 2025, my HR team was actively recruiting from ICC. We started with 6 people entering into our weeklong training that is required to work as a safety watch. Of the 6, we had 1 person remaining who started working with us, but what a shining star! Even though we weren’t successful in having the other 5 start work, we have had great experiences and gained some valuable learnings. When we started our recruitment approach in the fall, we changed our process to allow for more time to obtain tickets, provide additional support during the process, and make sure expectations were clear and set. As a result, ICC was also able to source better candidates who would be a good fit for the oil and gas industry and potentially available to be away from home. Over time, the 2 partners understood each other's needs better, and both continue to learn the other’s needs. In the fall, we ended up hiring 6 people from the ICC. This spring 2026, we successfully trained 7 people from the Indigenous Career Centre. Being able to learn from each other and grow together is a very rewarding experience as an employer. Conclusion Creating a culturally safe and supportive workplace is essential to fostering belonging and well-being for indigenous employees. When leaders and HR create a culture that listens, learns, and acts with respect, trust is achieved. An inclusive environment not only supports Indigenous employees to thrive but also improves engagement, retention, and overall workplace relationships. Trust is built through accountability, and it is important that organizations align workplace practices with Truth and Reconciliation Commission of Canada’s Calls to Action and the United Nations Declaration on the Rights of Indigenous Peoples strengthens Indigenous inclusion efforts. Organizations should track metrics like retention, engagement, and psychological safety, while incorporating Indigenous voices through lived experiences. Organization should also publish their Indigenous inclusion commitments, report on their progress, and be honest when they fall short. Finally, acknowledging the long-term organizational risks of failing to build trust -such as reputational harm, reduced engagement, and limited talent attraction - would emphasize the strategic importance of sustained and accountable action. 
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