Reference no: EM133312862

Case Study: B&Q PLC is the largest "do-it-yourself" (DIY) company in the United Kingdom, with over 300 stores and 27,000 employees, many of whom are older workers, whom the company considers to be persons at least 50 years old. In the late 1980s, B&Q started its age diversity efforts, deciding to try hiring older workers to help address problems it was having with recruitment and turnover. The initial response to B&Q's recruitment ads was tremendous-600 people applied for the 50 positions advertised.

Customers had requested employees who could help them with their DIY and decorating needs, and B&Q found knowledgeable plumbers, electricians, and decorators through its recruitment programs targeted at those over 50. B&Q realized that older people were more likely to own their own homes, to have experience with DIY projects, and to enjoy gardening and DIY as hobbies than the younger workers who predominantly staffed the company's stores. The two-year performance review of B&Q's Macclesfield store, which was purposely staffed entirely by people at least 50, was significantly higher than that of other stores. The Macclesfield store had more satisfied customers, 18% higher profits, turnover that was six times lower, and absenteeism that was 39% lower.

B&Q has taken other steps to increase employment of older workers. Compulsory retirement was discontinued in 1989, and workers can shape their hours and work roles as appropriate to their needs. B&Q employs a diversity manager and has training and development programs for older workers (including fast-track management trainee positions). The company has had two employees turn 90 while working for B&Q!

Flexible work programs are important to B&Q's ability to attract an age-diverse workforce. Flexible work schedules are available to all employees and are also used by employees of different ages to balance work with school, care responsibilities, or other interests. According to B&Q's CEO, "we are committed to promoting age diversity in B&Q, by valuing and respecting the contributions which people make whatever their age, actively challenging the general acceptance of ageism at work and seeking to eliminate age stereotyping from the field of employment."

Question 1. Given the experience of B&Q with targeted hiring of workers over 50, why don't more companies experiencing similar problems with turnover and absenteeism use a similar hiring strategy?

Question 2. This chapter has focused on the need to avoid age bias and discrimination against both younger and older workers. Given B&Q's success with targeted hiring of workers over 50, what steps could be taken to ensure that younger workers who would also be good workers are not excluded?