The review of literature explores the phenomenon of the aging workforce, the impact of the age-bias in the workplace for technology training, and how companies are realigning training to address a multigenerational workforce. The first perspective will discuss the upwards trend of the workforce age and the reasons attributing to the phenomenon. The second perspective discusses the age-bias associated with older workers relative to technology training. The third perspective focuses on how organizations are adapting to the change and realigning training needs.
The Aging Workforce
According to the U.S Bureau of Labor Statistics (2013) the 45-54 and 55+ workforce has been increasing since 1996, and is expected to continue increasing based
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Other factors influencing the number of older workers remaining in the workforce are the need for health benefits, extra income, corporate financial incentives, and just the need to be around others as a social mechanism. The aging workforce phenomenon is creating a shift in the dynamics of age distribution in many organizations, as workers are remaining in the workforce in some capacity, even after retirement.
Technology Training Age-Bias in the Workplace According to Cekada (2012), today’s workforce consists of four distinct generations described as, The Silent Generation (1933-1945), Baby Boomers (1946-1964), Generation X (1965-1980), and the Generation Y/Millennials (1981-2000). Members of the Silent Generation and Baby Boomers represent the group of the growing older worker trend in the workforce and according to Leppel (2012), there is a need for more effective and focused training to accommodate this population, as well as retain
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According to Cekada (2012), organizations who can address these challenges head on can become stronger and more cohesive. According to Waxman, et al (2015), when the Baby Boomer group eventually permanently retires, it will be a huge drain and loss to corporate America. This group represents the majority of professional experience and corporate leadership skills, therefore it is to the company’s advantage to foster team building and gain an understanding of each group’s preconceived notions about each other. Waxman, et al (2015) also states that transferring knowledge from the older worker to the new less experienced workers is important for continuity. The organization is tasked with technology training for the older worker while they are still professionally active, but they must also look ahead to the future and how to fill the gap then this group is retired. According to Merrill (2016), Baby Boomers are invaluable resources to an organization for coaching and mentoring. Organizations are developing more programs geared towards mentoring to help bring along new younger workers and facilitate knowledge transfer between the generations. The older worker can feel valued and productive, and
The generational span is exceedingly larger today than in the prior history of our nation. The multiple generations consist of the veterans 1922-1945, the baby boomers 1946-1964, the generation X 1965-1981, and, the generation Y 1982-1999, in addition, upcoming millennial generation born 2000-2016 (Murray, 2013). There frequently are misconceptions and misunderstandings based on the differing perspectives of each generation. Moreover, as an effective leader, one must comprehend and acknowledge the characteristics of each generation and utilize these individualities to mentor and motivate the staff they are leading (Hendricks & Cope, 2012). In addition to considering the impact of the generational
The Department of Labor estimates that by the year 2012, the Labor Force will be over age 55 (Harvey 184). In a time when issues such as Age and Ability are at the far front for a lot of employers, understanding how to deal with an aging workforce is essential. The debate on how to address this issue is only beginning.
The growing workforce today is forever changing. The first generational age group of baby boomers are starting to retire from the workplace. With this they are taking years of knowledge and experience with them while the new generation “X” and generation “Y” are rapidly increasing in and becoming the next leaders.
Over the next decade, it will be a challenge for employers to attract, keep, and develop a skilled work force for numerous different reasons ranging from the evolution of technology to fewer foreign students coming to America for work. Adding to the problem, companies are finding themselves managing four generations of workers. Based on their generation’s life experiences, each group has its own diverse characteristics, standards, and attitudes towards work. The four generations are as follows: Silents (1925-1946), Baby Boomers (1946-1964), Generation Xers (1965-1980), Generation Ys or Millennials (born after 1980). It is up to management to relate and motivate employees of different age groups. The purpose of this paper is to inform readers
In Supervision Managing For Results (2013), the author establishes that the Generation Y whom I consider to be youngest “are often highly self-confident, achievement-oriented, internet savvy, upbeat, impatient, and tenacious. They often love to learn, are socially conscious, can multitask, like to network and socialize with others, desire meaningful work coupled with feedback and recognition, and enjoy flexibility and autonomy at work” (p.384). Furthermore, the older generation (Baby Boomers), “value personal growth and self-gratification, a comfortable life, the use of logic, teamwork and involvement, and their own health and wellness” (Newstrom, 2013, p. 384). Also, having a strong work ethic, drive to succeed, willingness to give it their best and time to achieve a goal are characteristics of the baby boomer
“The number of employees over the age of 55 has increased by 30 percent; however, the number of 25- to 54-year-olds has only increased by 1 percent” (Claire, 2009). In 2008 the eldest of the 77 million baby-boomers turned 62. Estimates are that by the end of the decade about 40 percent of the work force will be eligible to retire. As people begin to reach the age of retirement there may be not be enough new employees to fill the gap (Clare, 2009). Companies need to find ways to attract Boomers and Millennials. Companies that want to attract Boomers and Millennials need to be creative in their culture, HR policies and work environments.
The Society for Human Resource Management article discusses the challenge many companies face of finding qualified workers and the importance of engaging and retaining mature workers to help meet that challenge. A recent Gallup poll found that Traditionalists and Baby Boomers are actually more engaged while at work than their younger counter-parts Gen x and Gen Y (Gallup, 2013). While their engagement percentage is higher, we shouldn’t get too encouraged by that; it is still a shockingly low number: 42% of Traditionalists and 32% of Baby Boomers (Gallup, 2013). That means the remaining 58% and 68% respectively could either decide to retire or could be adding more value.
First, let us talk about Baby Boomers. It is not unusual for Baby Boomers (born between 1946 and 1964) like to be in control. Moreover, it is understandable why because they have years of experience. Baby Boomers attempt to develop a spirit of friendship with team members whose on-the-job experience is very small. Members of the Baby Boom Generation tend to have a strong work ethic, good communication skills, and emotional maturity. “The Baby Boomers are also one of the most educated generations.”(Colquitt, Lepine, &Wesson,2011,p.85) Boomers continue to hold most of the power and control. Trained as thinkers, they will continue to have surprising influence on the workplace for at least another two decades and this is why it is important to balance their input by clearly
They can help Boomers better understand the traits they don’t understand in Gen Y. Boomers have expressed an assumption that Gen X and Y don’t want to “pay their dues” and work hard, long hours to get ahead. However, research shows that isn’t the case. Both the younger generations are willing to work hard and work extra hours—when necessary—but they are not willing to sacrifice their personal time just to be seen at the office after 5:00 p.m. They feel that if they can get their work done between 8:00 a.m. and 5:00 p.m., why should they stay late? In addition, Gen X can help Gen Y to understand that Boomers are looking for initiative. Staying late to work on an important project communicates teamwork and loyalty to the company. There is also a huge difference between how Boomers and Gen Y view the structure of an organization. Gen Y doesn’t see any problem with marching right into the CEO’s office to pitch an idea; however, Boomers prefer to follow the established chain of command. Gen X can help Boomers understand that Gen Y is not disrespectful of authority, but their experiences have “flattened” their view of organizations. At the same time, Gen X can help Gen Y understand the organization’s established channels and how following those paths can help them be much more successful. results (Lancaster, L., & Stillman, D.
Each generation has developed a set of values and postures that are different from one another. Organizational settings should understand these generational differences in order to be more effective in leading a multigenerational workforce (Al-Asfour & Lettau, 2014). Leadership Training on the Generational Gap & Age Discrimination solutions are an important issue concerning creating a training programs to combat age gap problems in the workplaces. This might help to lower discrimination violations and complaints in the workplace and to the Human Rights Commission. Society in America has become much large in age gaps in labor this is not myths, but a mere reality that needs plans for solutions.
Over the past 100 years, many analysts can see evident a rise and decline of the United States population. Looking further into the demographics there are currently 73 million millennials aging from 18 to 34 that will soon account for one in three adults by 2020 (Catalyst, 2012). However, despite the increase of millennials, the overall U.S population continues to grow older. Retirement is a subject of the past in this decade and many over the age of 65 are living and working longer thanks to better health and stability in jobs. In fact, the population of older Americans is expected to more than double by 2060 (Catalyst, 2012). Looking at these statistics overall, we are seeing an increase in both generations meaning they are most likely going to have meet face to face within the workplace. This in result, has made it possible to have five generations in the workplace simultaneously. This is truly remarkable and can have a great effect on a business. Looking in the past at how much has changed in the few years, there was only 10.8% of the 65 year old crowd still working in 1985. Presently, thanks to the U.S Bureau Labor Statistics predicts for the year 2020 will comprise of 22.6% of 65 year olds still working (Ganett Company, 2014).
In class, we discussed the rift that exists between younger and older workers in the workforce. Employers are hiring more young workers that possess fresh ideas and technical skills that older workers lack. Older workers often are content and are reluctant to learn new practices or skills.
This report by Rony Parmar entitled “HR Challenges of Aging Workforce” provides an overview of problems which arise because of aging workforce and tried to give some of the solutions to cope up with that. It also explains that why age matters at the workplace. Parmar also covers the multi generational labour force with some statistics so that we can understand the problems better. This report is helps us once we are on the floor. As most of us are from Human Resource field it is going to help us a lot in actual situation.
Aging! We all do it every day, but have you ever thought how it is going to affect the rest of your life or more importantly your career? Aging isn’t something that we get to choose if we participate in, however working is, and aging may affect that choice. Right now, I want you to think about the age of sixty-five. What words pop into your head when you think of someone sixty-five? I’d imagine some of the words you thought of were retired, old, fragile, slow, as well as many others. Those words right there all help to explain the many concerns that one’s employer may have when hiring someone that is of the older population. When we think of the older population in the work force we don’t necessarily think of positive things, instead we think of things. When we think of this population in the workforce we generally think of lower production rates and higher costs. These can create issues among the older population, as employers must consider all the possibilities when hiring someone. We know that more people in the older population are continuing to try to continue their careers, but why? How hard is it for them to continue? What changes have made it easier? How are the younger and middle aged populations perceiving them in the work place? This are only some of the many question surrounding the increase of aged workers.
Training an aging work force is another of the challenges businesses currently face and will continue to deal with over the course of the next decade. The types of training aging employees require is not only to keep skills current in order to perform everyday tasks, but to also provide new career paths and new skills that are necessary due to changing technology (Rosen & Jerdee, 1990). Although the cost associated with training is currently the burden of the employer, it is considered to be an investment in improved performance, productivity, and employee moral (O’Keefe,