IN TODAY'S workplace, issues of age, gender and race are being made more complex when coupled with external factors such as competition, globalisation and constant change.

For mature workers and older baby boomers, the often-asked question is whether there is a place for them in the post-millennial organisation.

For mature employees - and this includes those as young as 50 - there are three key areas to address:

>> Where to take your career over the next 15 to 25 years (pre-retirement);

>> How to retain an appropriate position in the organisation that provides flexibility; and

>> How to compete with younger workers who are rising through the ranks.

Career direction can involve a change of career or a shift in the manner in which you are employed.

Regardless of the career decision or employment approach taken, the most serious challenge that mature workers face is the perception of their relevance in today's workplace.

Mature workers attribute this to an "age and grey hair" prejudice. But the problems they face at the workplace may not really be about grey hair or how old they are.

The "discrimination" issue arises when mature workers expect senior roles, refuse to learn and use new technologies, are inflexible to change and do not embrace workplace diversity.

How to be an asset

Mature workers who will remain employable and in demand are those who:

>> seek roles appropriate to their skill set and career aspirations,

>> are competent with an organisation's technology and systems,

>> embrace change and growth, and

>> have kept up-to-date with management styles through regular formal learning.

It is the ability to embrace the old with the new (and young) in a way that is relevant that makes mature workers real assets to an organisation.

Network

For the mature employee, this means tapping into internal office networks as well as external networks.

Not only does this increase your business knowledge, it embeds you into your organisation at a level that is core to the business and one that is likely to extend your employment tenure.

External networks also enable you to tap into opportunities if the need or desire to change employment or direction arises.

Learn continuously

Nurturing your asset potential also takes the form of managing your own career. Thirty years ago, it was common place for an employer to do this for an employee but this is no longer the case.

Career management means making people aware of your achievements while recognising the contribution others may have made and the value those achievements have to an organisation.

Value should not be confused with personal recognition, which is expressed by receiving awards and job tenure. Value is about achieving objective, measurable results.

It means learning from your experiences, evaluating your career objectively, having goals, and identifying opportunities that will take you closer to them.

No matter what your age, if you are flexible and open-minded, you can always learn and develop professionally.

As you continue to grow and are more alert to those around you, you can also compete and lead in a younger work environment.

Be receptive to new ideas from those around you. The moment you feel you have nothing to learn, it is time to get out.

Continue learning about your industry and profession. Consider joining industry peak bodies or associations.

Making contacts and getting a more holistic point of view about your industry increases your value to the company and enables you to provide insightful suggestions that will be noticed within your office.

Soon, you will be recognised as a "go to" person on topics that require expertise.

Involve your employer

Finally, don't ignore the relationship you have with your employer.

Be candid - with your direct supervisor or human resource manager - about your goals and aspirations for the third phase (pre-retirement) of your career.

To do so, you will need to familiarise yourself with the company's strategy and vision so that you can ensure your goals are in alignment with those of the organisation.

In preparing for the day - perhaps 10 years away - when you will stop working, you may wish to undertake a retirement planning course.

Some large human resource firms provide programmes on behalf of an organisation for its employees. These cover all the aspects of planning that mature workers need to prepare for, such as career options, health, finance, social activities and community involvement.

It may be worth checking if your company offers a programme like this to help you and your organisation manage a smooth transition towards your retirement and maximise your career in the interim.

Now, more than ever, mature employees are needed in the workforce.

Those who succeed and those who compete effectively will be recognised by the modern workplace for their ability to align their personal vision with that of the organisation in which they work.

Article by Dr Sattar Bawany, head of transition coaching practice at DBM Asia Pacific, a global human capital management firm that provides career management, executive coaching and talent management solutions to private and public companies, not-for-profits and governments. Website: www.dbm.com E-mail: sbawany@dbm.com