If all of your critical knowledge lives inside one person’s head, your business isn’t sustainable. 

By Kevin Marois

Our industry has a problem with graying. No, not redeposition. Our workforce is turning gray, and when experienced employees retire, their institutional knowledge often leaves with them. 

Graying Problem

Where are the young people in our industry? Whether it is pressers, cleaners, delivery people or soap salesmen, we are not replacing enough experienced employees with younger people who are learning the business. As longtime workers retire, too much of their experience and knowledge retires with them. That is becoming a problem.

We need to recognize that our workforce is aging and make some allowances for older employees, but we also need to adjust our operations to make the business more attractive to younger people. Financially, you might think you could replace one older worker with two younger ones, but that might not improve your business. 

Work Ethic

For the most part, mature workers show up for work every day and on time. They have experienced the heat, and they work when they are asked to. Generally speaking, there can be differences in attitudes toward work between generations. Experienced workers often bring established work habits and an understanding of what needs to be done without being told. 

Many businesses offer flexible hours so parents can work around their children’s schedules. Why not do the same for someone who can’t work an eight-hour day anymore? 

Transfer the Knowledge

You will hire new people from time to time. They come in fresh and enthusiastic but with very little knowledge of what to do. It’s vital that you transfer the knowledge of your experienced staff to the people who will eventually replace them. 

Some people say you can train a spotter in a month or two. I say it takes a year. They need to experience the white garments of summer, the down-filled jackets of winter and the wedding gowns in the spring. The mix of garments we receive varies from season to season, and it takes time and training to learn how to handle them all. The best way to gain that knowledge is often through an experienced mentor. 

Make allowances for this training to take place. Two employees may be standing and talking, but if they are discussing a problem garment, that is probably valuable time. It is easy to demand that they keep the piece counters clicking, but there should be some time available so the more experienced staff can train the newer staff members. Does your experienced presser have the freedom to spend five minutes helping a younger worker to avoid a problem?

I know one business owner who refuses to teach anyone to do stain removal. She likes doing it, but she is in her eighties now. One day her business will be up for sale—by her choice or otherwise—but it won’t be worth as much because no one there can do spotting. She hasn’t transferred her knowledge to anyone else. That is a shame. 

Be kind to your employees. Older workers may not be able to sustain the pace they once did, so make allowances. They may not be as speedy, but they often work steadily and bring years of experience to the job. Some of these people don’t need to work—they do it for the social interaction. Understand their need and work with them. You can both benefit.

A Sustainable Workforce 

Maybe I’m just getting old, but I think there is a lot to be said for mature employees. Take care of them and make sure the knowledge they have is passed along. They have been doing this a long time. Pat them on the back, honour their experience and give them the opportunity to teach the next generation. That’s one way to build a business that can last. 

---