Grey tops (55 and over )

There are so many over 55s out in the workplace these days that I think I need to realign my categories somewhat. Many of them didn't plan to be here at all, but pension crises and a falling stock market have meant that many have had no choice but to stay in work. But, for those that want to, there is nothing wrong with that. They are fitter than any previous generation and could happily go on until 70-plus if their health holds out. However, my view is that our firms need to find roles for these people that celebrate their knowledge and enthusiasm , but also ensure that they don't clog up the succession process and prevent the younger generation having a go. In that way, I think that all businesses, intent on keeping older managers, need to put them into almost ambassadorial roles, where they can mentor and act as internal consultants , all the while letting those below manage the business. And this again can be achieved by discussion and consultation, teasing out what is best for them and best for the business. I know two very active 60-year-olds who run the coaching programme for their firms, usually only appearing physically one or two days a week. I know a German, now retired , in California who is the ˜internal guru' for his organisation's management development process. Elsewhere, companies have found what amount to second careers for ageing executives, where they can use their knowledge and their contacts to help close deals and innovate new products. I think that as long as they have clear roles and responsibilities, they can be fully engaged and committed - and everyone wins. But success with this group does require a formal plan.