By Shyamini Szeko, reflecting on Master’s research into ageing and work in New Zealand manufacturing (AcademyEx, 2025)

Why Flexibility Matters

“My 32-hour week lets me maintain a healthy sleep schedule and personal life,” one long-serving factory worker told me during my research. That small adjustment meant he could keep working instead of being forced to leave early.

But not everyone is offered this chance. In my survey, 86% of manufacturing staff said flexibility is “very important,” yet almost half reported seeing no age-inclusive action in their workplace.

The message is clear: older workers want to stay engaged, but workplaces are not keeping pace. Unless manufacturers change course, they risk losing valuable skills and knowledge just when they need them most.

The Flexibility Gap

On the office side of manufacturing, flexibility is common. Staff can work from home, adjust hours, or take phased retirement. But on the factory floor, older workers face rigid shifts, heavy physical demands, and inconsistent support. As one HR professional told me:

“Flexibility simply does not work on the factory floor.”

Yet my research shows that is not true. Even modest changes to duties or scheduling can keep people in the workforce for longer. The issue is not whether flexibility can work, but that it is unevenly applied, often depending on the goodwill of a manager instead of fair, transparent policy.

Health, Shifts, and Real Lives

Rigid shift patterns can take a toll. Fatigue, musculoskeletal strain, and disrupted sleep become harder to manage with age. When schedules are adapted, the impact is immediate.

The worker who moved to a 32-hour week is one example. Others told me that reduced rotations or less physically demanding duties made the difference between staying on the job or considering early retirement.

Flexibility is not about lowering standards. It is about sustaining performance by adapting work to people’s changing needs.

Practical Pathways Forward

Manufacturers in New Zealand are already testing solutions that work in practice:

• Phased retirement: reducing hours gradually instead of expecting sudden exits.
• Modified shifts: shorter rotations, later start times, or redesigned roles that reduce physical strain.
• Mentoring positions: allowing experienced staff to pass on knowledge without the same physical load.

These are not disruptive changes. They are practical adjustments that respect operational needs while valuing an ageing workforce.

From Manager’s Favour to Fair Policy

At present, flexibility too often relies on a sympathetic manager. That creates inequity between departments, uncertainty for workers, and risk if leadership changes.

For flexibility to mean something, it must be formalised in policy. That means:

• Consistency across teams and locations.
• Transparency in how options are offered.
• Clear accountability for decisions.

Policy also gives managers confidence by providing frameworks to balance production demands with fairness.

A Call to Action

Replacing a single skilled worker can cost up to 75% of their annual salary (MBIE, 2023). For manufacturers, flexibility on the factory floor is not just a perk. It is a practical way to retain skilled staff and the knowledge they carry.

So, what small change could you trial this week? Could you shorten shifts? Create part-time supervisory roles? Start normalising conversations about phased retirement?

In te ao Māori, kaumātua are recognised as holders of wisdom and experience. Embedding manaakitanga (care and respect), into workplace practices honours older workers while strengthening the workforce.