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| managing an aging workforce: Managing the Aging Workforce Marius Leibold, Sven C. Voelpel, 2007-06-27 Managing the Aging Workforce is one of the crucial topics for many of the world ́s enterprises. The increasing average age of populations does not only affect social systems, countries and communities, but also has a strong impact on the work of businesses and companies. The decline in demographic fitness will not only hit countries like the U.S., the Western European countries, or Japan, but also the upcoming societies in China or in the Eastern European countries. In many of these countries, during three or four decades the average age will grow from about 40 years now to about 50 years. Where experts are needed, this may result in an increase of the workforce's age of between 5 and 10 years in only one decade. For companies thus, a number of challenges arise that have to be overcome fast and continuously. The main topics in this field will be new strategies in leadership, new concepts in health management, new ways in knowledge management and learning, as well as new models how to drive ideas for diversity and innovation. On the one hand, enterprises therefore will have to invest in their aging employees for supporting their talents, helping them to learn and keeping them in the company. On the other, they will have to increase productivity, keep on searching for new products, and integrate experts from abroad. This has to be combined with new ways of strategies and HR management. This book presents an analysis of the present and upcoming situation, and an introduction into the strategic concepts enterprises will need to survive in aging societies. |
| managing an aging workforce: Managing the Older Worker Peter Cappelli, Bill Novelli, 2010-08-17 Your organization needs older workers more than ever: They transfer knowledge between generations, transmit your company's values to new hires, make excellent mentors for younger employees, and provide a just in time workforce for special projects. Yet more of these workers are reporting to people younger than they are. This presents unfamiliar challenges that--if ignored--can prevent you from attracting, retaining, and engaging older employees. In Managing the Older Worker, Peter Cappelli and William Novelli explain how companies and younger managers can maximize the value provided by older workers. The key? Recognize that boomers' needs differ from younger generations - and adapt your management practices accordingly. For instance: · Lead with mission: As employees age, they become more altruistic. Emphasize the positive impact of older workers' efforts on the world around them. · Forge social connections: Many older employees keep working to maintain social relationships. Offer tasks that require interaction with others. · Provide different benefits: Tailor benefits--such as elder-care insurance programs or discount medication--to older workers' interests. Drawing on research in management, psychology, and other disciplines, Managing the Older Worker reveals who your older workers are, what they want, and how to manage them for maximum value. |
| managing an aging workforce: Aging Workers and the Employee-Employer Relationship P. Matthijs Bal, Dorien T.A.M. Kooij, Denise M. Rousseau, 2014-09-23 This book focuses on the aging workforce from the employment relationship perspective. This innovative book specifically focuses on how organizations can ensure their aging workers remain motivated, productive and healthy. In 15 chapters, several experts on this topic describe how organizations through effective human resource management can ensure that workers are able to continue working at higher age. In addition, this book discusses the role older workers themselves play in continuing work at higher age. To do this, the authors integrate research from different areas, such as literature on leadership, psychological contracts and diversity with literature on the aging workforce. Through this integration this book provides innovative ways for organizations and workers to maintain productivity, motivation and health. Aging Workers and the Employee-Employer Relationship summarizes the latest research on how employment relationships change with age and its implications for supporting the well-being, motivation and productivity of older workers. It identifies ways to improve how both companies and workers solve the problems they face. These include better designed employment practices and more adaptive job content and developmental opportunities for aging workers along with activities aging workers can engage to enhance their own job crafting, learning and employability. |
| managing an aging workforce: Working Longer William J. Rothwell, 2008-06-27 While many employers have traditionally viewed their younger employees as their most precious assets, the truth is that their more seasoned workers are often their most valuable. Written by experts in the field of workforce education and the management of older workers, Working Longer gives recruiters, managers, and trainers the tools they need to nurture and empower these vital employees, such as: * creative strategies for recruiting retirees and developing a senior friendly workplace* career and performance management techniques for effectively motivating and engaging older workers* instructional design facilitation methods that will enable older workers to upgrade their skills.With compassion and wisdom, this is the only book that shows employers how to value, coach, and keep their most experienced people |
| managing an aging workforce: Health and Safety Needs of Older Workers Institute of Medicine, National Research Council, Division of Behavioral and Social Sciences and Education, Board on Behavioral, Cognitive, and Sensory Sciences, Committee on the Health and Safety Needs of Older Workers, 2004-03-26 Mirroring a worldwide phenomenon in industrialized nations, the U.S. is experiencing a change in its demographic structure known as population aging. Concern about the aging population tends to focus on the adequacy of Medicare and Social Security, retirement of older Americans, and the need to identify policies, programs, and strategies that address the health and safety needs of older workers. Older workers differ from their younger counterparts in a variety of physical, psychological, and social factors. Evaluating the extent, causes, and effects of these factors and improving the research and data systems necessary to address the health and safety needs of older workers may significantly impact both their ability to remain in the workforce and their well being in retirement. Health and Safety Needs of Older Workers provides an image of what is currently known about the health and safety needs of older workers and the research needed to encourage social polices that guarantee older workers a meaningful share of the nation's work opportunities. |
| managing an aging workforce: Lost Knowledge David W. DeLong, 2004-09-09 Executives today recognize that their firms face a wave of retirements over the next decade as the baby boomers hit retirement age. At the other end of the talent pipeline, the younger workforce is developing a different set of values and expectations, which creates new recruiting and employee retention issues. The evolution from an older, traditional, highly-experienced workforce to a younger, more mobile, employee base poses significant challenges, particularly when considered in the context of the long-term orientation towards downsizing and cost cutting. This is a solution-oriented book to address one of the most pressing management problems of the coming years: How do organizations transfer the critical expertise and experience of their employees before that knowledge walks out the door? It begins by outlining the broad issues and providing tools for developing a knowledge-retention strategy and function. It then goes on to outline best practices for retaining knowledge, including knowledge transfer practices, using technology to enable knowledge retention, retaining older workers and retirees, and outsourcing lost capabilities. |
| managing an aging workforce: International Perspectives and Strategies for Managing an Aging Workforce Ince, Fatma, 2022-03-11 Older employees are often seen as an obstacle and not as an opportunity for companies, especially regarding the transfer of knowledge and experience. Effective development and utilization of older professional and managerial employees is an important issue as most organizations are not prepared to tailor their training methods to the needs and preferences of these employees due to negative stereotypes. Managing a rapidly aging workforce and sustaining economic dynamism calls for systematic research to prevent age discrimination due to an incomplete knowledge of older workers and politically challenging policy choices that require strong political commitments, robust management leadership, and social consensus. International Perspectives and Strategies for Managing an Aging Workforce examines the differences in stereotypes of older employees compared to younger employees in companies; analyzes the impact of the aging workforce on retention, productivity, and well-being; and investigates organizational systems, processes, and practices for managing older workers. Covering a range of topics such as retention and retirement, this reference work is ideal for researchers, academicians, practitioners, business owners, managers, human resource workers, instructors, and students. |
| managing an aging workforce: The Oxford Handbook of Strategy Implementation Michael A. Hitt, Susan E. Jackson, Salvador Carmona, Leonard Bierman, Christina E. Shalley, Mike Wright, 2017-02-02 Many strategies fail not because they are improperly formulated but because they are poorly implemented. The Oxford Handbook of Strategy Implementation examines the crucial role of implementation in how business and managerial strategies produce returns. In this wide-ranging collection of essays, leading scholars address governance, resources, human capital, and accounting-based control systems, advancing our understanding of strategy implementation and identifying opportunities for future research on this important process. |
| managing an aging workforce: Managing the Aging Workforce Hanno Josef, 2010-11-05 Inhaltsangabe:Introduction: In politics as well as in media and in social linguistic usage aging society is a meaningful term. Since many years sociological scientists are warning against the impact of the demographic change. This social problem confronts among others governments, municipalities, welfare services and especially the economy. On current trends in the middle of the century 39.5% of the German population will be older than 60 (UN population division 2008). People live a longer and healthier life and also birthrates significantly declined over the past 20 years. Even migration in developed countries like Germany can only slow down the aging process. Subsequently, there will be a reduction of the supply of labor and a dramatic change in the age- related composition of the workforce. Businesses worldwide in developed countries are facing the challenge to manage the aging skilled workforce. Executives find out that their companies will encounter a wave of retirements in the next decade as the baby boomers of the post World- War II era reach retirement age. Simultaneously, the younger workforce has different expectations and work values than the older generation. Beside these trends businesses face losing significant numbers of experienced employees by retirement and with them lots of skills and qualification potential disappear. Thus, a substantial loss of knowledge will take place, if nothing will be done against it. In order to maintain competitiveness a war of talents will affect businesses worldwide. The battle for so called high potentials shows dramatically the consequence of the fact, that a skilled workforce will be the scantiest resource for a successful business. 1.1, Motivation and objectives: Our aging society takes effect on all areas of life - on political, social and economical areas. Hence, the aging of the population affects the aging of employees in the companies. In spite of this knowledge, published many years ago, the personnel policy of most companies still orientates towards younger people as a potential workforce. Older employees often are discarded when they reach a certain age. A study conducted by Bertelsmann Stiftung found out that in 2002 about 10% employees of an age between 55 and 64 were unemployed. While innovation and competitiveness are related to the younger generation the older ones have to face prejudices against themselves. Decisions of personnel managers affecting older employees come along [...] |
| managing an aging workforce: Current and Emerging Trends in Aging and Work Sara J. Czaja, Joseph Sharit, Jacquelyn Boone James, 2020 This timely volume provides an up-to-date and comprehensive summary about what is known about aging and work and addresses the challenges and opportunities confronting older workers and organizations. The authors describe current and emerging topics related to work and aging adults such as working in teams, the increasing diversity of the labor force, work and caregiving, the implications of technology for an aging workforce, and health and wellness issues. The authorship is international; the authors are renowned for their respective work in the topical areas and represent a broad range of disciplines within academia, as well as offer perspectives from government and policy. Jobs, organizations, the labor market, and the workforce are experiencing dramatic change. Workers of all ages, including older workers, need to interact with the wide variety of ubiquitous technologies that are reshaping work processes, job content, work settings, communication strategies, and the delivery of training, and this book aims to update readers on the particular issues facing today's aging adults in the workplace. The chapters' broad and inclusive scope encompasses: Workplace aging and jobs in the 21st century The retirement income security outlook for older workers Population aging, age discrimination, and age discrimination protections Older workers and the contemporary labor market The role of aging, age diversity, and age heterogeneity within teams The intersection of family caregiving and work Current and Emerging Trends in Aging and Work is relevant to a broad audience of academic researchers, practitioners, and students in psychology, sociology, management, engineering (industrial and human factors), the health sciences, gerontology/geriatrics, and public health. It is also a useful resource for government and policy leaders, as well as workers and managers in the public and private sectors. |
| managing an aging workforce: Safe and Healthy Alberta. Alberta Human Resources and Employment, 2006 Alberta Human Resources and Employment prepares this book for employers, managers and supervisors who are interested in learning more about health and safety issues in the workplace as they apply to older workers. It includes an introduction, a working population profile, age-old misperceptions, methods to deal effectively with the aged workers, workplace health and safety, a safe and healthy working environment, and resources and contacts. |
| managing an aging workforce: Managing the Aging Workforce Marion Warmuth, 2008-09 Research Paper (undergraduate) from the year 2008 in the subject Business economics - Personnel and Organisation, grade: 1,2, University of Cooperative Education Mosbach, 34 entries in the bibliography, language: English, abstract: The aim of this paper is to attract attention towards the changing demographic circum-stances in developed countries and the impact on the organizations due to the growing portion of elderly at work. It illustrates why companies need to adapt their business strategies to the aging workforce and how they can utilize this group better and longer. The main focus is on Germany as a representation for all other countries. As a starting point the challenges that arise from the changing labor market situation are exposed. The necessary change of mind-set regarding older people in organiza-tions resulting from the aging workforce trend is discussed in the next part of the paper. Afterwards four selected activity fields, that influence the success of managing the aging workforce immensely, are elaborated together with proposals how to handle the different issues in the fields. In the following part of the paper a benchmark example from a successfully realized activity that helps to manage the aging workforce supports the need for organizations to react to the current labor market trend and present ideas on the real life implementation. This example is followed by the conclusion. |
| managing an aging workforce: The Importance and Value of Older Employees Anne Inga Hilsen, Dorothy Sutherland Olsen, 2021-08-17 This open access book makes a contribution to our understanding of one of the social challenges facing many western nations i.e. the challenge of an ageing population. It specifically addresses the issue of competence among older employees. Others have studied ageing populations in terms of the economic burden or the pressure on healthcare services and generally view the rising numbers of seniors more as a challenge than an opportunity. In this book, authors discuss ways of gaining positive benefits from our ageing and more experienced work force. |
| managing an aging workforce: The Aging Workforce Handbook Alexander-Stamatios Antoniou, Ronald J. Burke, Cary L. Cooper, 2016-12-09 This volume critically reviews the phenomenon of the aging workforce, adopting an interdisciplinary perspective that examines the challenges raised on an individual, organizational and societal level. Core issues framing the concept of the aging workforce and its consequences are presented by a team of leading contributors from around the world. |
| managing an aging workforce: Training Older Workers and Learners James L. Moseley, Joan C. Dessinger, 2007-03-22 Training Older Workers and Learners is a groundbreaking resource that focuses exclusively on age 40-plus workers. This much-needed resource offers trainers expert guidance and practical tools designed to deliver effective training and re-training to older worker-learners (OWLS). Based on sound theory and best practices, the book shows how to maximize the workplace learning and performance potential of late-life learners. |
| managing an aging workforce: Ageism at Work Ellie Berger, 2021-04-07 The Canadian population is aging, bringing with it an increasing number of social and economic challenges. With the aging of the workforce, the reconceptualization of older workers and retirement, the increasing share of women in the labour force, the elimination of mandatory retirement, the fluctuating economy, and the changes to the pension system, barriers to employment for older workers, such as ageism, need to be of central concern. Ageism at Work examines the subjective experiences of older workers in Canada and explores how they negotiate ageism and manage their interactions in the employment setting. Further, this book looks at the intersection between age and gender and the pervasiveness of gendered ageism in the labour market. Finally, this book examines employers’ attitudes towards older workers quantitatively, while also exploring their first-hand accounts about them through qualitative inquiry. Understanding how ageism plays out in the labour market, how it intersects with sexism, and its consequences on a personal level are critical to moving the discussion on discrimination and human rights forward in Canada. |
| managing an aging workforce: Age in the Workplace Donald Truxillo, Franco Fraccaroli, 2016-01-08 The workforce across industrialized nations has become both older and more age-diverse, and this trend is expected to continue in the coming decades. These changes will have important implications for motivating and managing both individual employees and teams and because people are retiring later, it is important to address ways to sustain the wellbeing and productivity of workers. With a specifically international focus, this volume addresses these critical issues from the individual and psychological perspectives. Based primarily in empirical research, it covers a wide range of topics related to the aging workforce, including the motivation of older workers – to work and to retire; what organizations can do to attract and retain the talent of older workers; how to improve relations and productivity among age-diverse teams; how to design jobs to support older and younger talent; and how to better understand why older workers may choose to return to work. This volume includes contributions from the top psychological researchers in the field of the aging workforce. This book was originally published as a special issue of the European Journal of Work and Organizational Psychology. |
| managing an aging workforce: Managing the Ageing Workforce in the East and the West Matt Flynn, Anthony Chiva, Yuxin Li, 2017-11-21 This book brings together Eastern and Western perspectives to explore human resource interventions into extending working life, including phased retirement, healthy work environments and lifelong learning. It assesses issues of implementation in differing cultural, intergenerational, institutional and family contexts. |
| managing an aging workforce: The SAGE Handbook of Industrial, Work & Organizational Psychology Deniz S Ones, Neil Anderson, Chockalingam Viswesvaran, Handan Kepir Sinangil, 2017-12-04 The first volume in The SAGE Handbook of Industrial, Organizational and Work Psychology introduces key concepts in personnel and employee performance from cognitive ability and the psychological predictors used in assessments to employee and team values. The editor and contributors present a clear overview of key research in the areas of behaviour change and how to assess individual job performance – making Volume I indispensable for anyone working in or studying Human Resource Management. |
| managing an aging workforce: Promoting an Age-Inclusive Workforce Living, Learning and Earning Longer OECD, 2020-12-16 All OECD economies are undergoing rapid population ageing, leading to more age diversity in workplaces than ever before as people are not only living longer but working longer. This report presents a business case for embracing greater age diversity at the workplace and debunks several myths about generational differences in work performance, attitudes and motivations towards work. |
| managing an aging workforce: Managing an Ageing Workforce Alan Walker, European Foundation for the Improvement of Living and Working Conditions, 1999 |
| managing an aging workforce: The SAGE Handbook of Industrial, Work & Organizational Psychology, 3v Deniz S Ones, Neil Anderson, Chockalingam Viswesvaran, Handan Kepir Sinangil, 2021-08-04 The second edition of this best-selling Handbook presents a fully updated and expanded overview of research, providing the latest perspectives on the analysis of theories, techniques, and methods used by industrial, work, and organizational psychologists. Building on the strengths of the first edition, key additions to this edition include in-depth historical chapter overviews of professional contexts across the globe, along with new chapters on strategic human resource management; corporate social responsibility; diversity, stress, emotions and mindfulness in the workplace; environmental sustainability at work; aging workforces, among many others. Providing a truly global approach and authoritative overview, this three-volume Handbook is an indispensable resource and essential reading for professionals, researchers and students in the field. Volume One: Personnel Psychology and Employee Performance Volume Two: Organizational Psychology Volume Three: Managerial Psychology and Organizational Approaches |
| managing an aging workforce: Age Works Beverly Goldberg, 2008-06-30 In ten years, the massive baby-boom generation will begin to reach retirement age, but few companies have paid attention to the fact that there are not enough younger workers to replace them. The challenge to corporate America, as Beverly Goldberg argues in Age Works, is to reinvent the workplace to make it better fit the needs of all employees, especially the older workers it must retain in order to thrive. |
| managing an aging workforce: Facing the Challenges of a Multi-Age Workforce Lisa M. Finkelstein, Donald M. Truxillo, Franco Fraccaroli, Ruth Kanfer, 2015-04-10 Facing the Challenges of a Multi-Age Workforce examines the shifting economic, cultural, and technological trends in the modern workplace that are taking place as a result of the aging global workforce. Taking an international perspective, contributors address workforce aging issues around the world, allowing for productive cross-cultural comparisons. Chapters adopt a use-inspired approach, with contributors proposing solutions to real problems faced by organizations, including global teamwork, unemployed youth, job obsolescence and over-qualification, heavy emotional labor and physically demanding jobs, and cross-age perceptions and communication. Additional commentaries from sociologists, gerontologists, economists, and scholars of labor and government round out the volume and demonstrate the interdisciplinary nature of this important topic. |
| managing an aging workforce: Older Workers in an Ageing Society Philip Taylor, 2013 Prolonging working lives is high on the agenda of policy makers in most of the world's major industrialized nations. This book explains how they are keen to tackle issues associated with the ageing of populations, namely the funding of pension systems and predictions concerning a dwindling labour supply. Yet the recent history of older workers has primarily been one of premature exit from the labour force in the form of redundancy or early retirement. Add to this a previously plentiful supply of younger labour and it is clear that much of industry will be unprepared for the challenges of ageing workforces. |
| managing an aging workforce: Strategies for Attracting, Maintaining, and Balancing a Mature Workforce Claretha Hughes, 2019-12-27 This book explores engaging, retaining, and utilizing an aging workforce in a workplace that is increasingly more technology-centered-- |
| managing an aging workforce: Are Generational Categories Meaningful Distinctions for Workforce Management? , 2020 |
| managing an aging workforce: Recent Advances in the Roles of Cultural and Personal Values in Organizational Behavior Nedelko, Zlatko, Brzozowski, Maciej, 2019-09-06 The complete understanding of organizational culture and personal values is fundamental for running and improving modern organizations. By identifying the underlying building blocks for behavior, strategy, and actions of organizations and their members, companies and researchers may discover innovative techniques to encourage productive and satisfying working environments. Recent Advances in the Roles of Cultural and Personal Values in Organizational Behavior is a collection of innovative research on how culture and personal values shape and influence leadership styles, decision-making processes, innovativeness, and other management practices. While highlighting topics including employee motivation, leadership style, and organizational culture, this book is ideally designed for managers, executives, human resources professionals, recruiters, researchers, academics, educators, and students seeking current research on cultural backgrounds and personal values for organizations. |
| managing an aging workforce: The Remix Lindsey Pollak, 2019-05-07 A Wall Street Journal and Financial Times book of the month Millennials have become the largest generation in the U.S. workforce, and Generation Z workers are right behind them. Leaders and organizations must embrace the new ways of working that appeal to the digital-first generations, while continuing to appeal to Baby Boomers and Generation X, who will likely remain in the workforce for decades to come. Within any organization, team, meeting, or marketing opportunity, you will likely find any combination of generations, each with their own attitudes, expectations, and professional styles. To lead and succeed in business today, you must adjust to how Millennials work, continue to accommodate experienced colleagues and pay attention to the next generations coming up. The Remix shows you how to adapt and win through proven strategies that serve all generations’ needs. The result is a workplace that blends the best of each generation’s ideas and practices to design a smarter, more inclusive work environment for everyone. As a leading expert on the multigenerational workplace, Lindsey Pollak combines the most recent data with her own original research, as well as detailed case studies from Fortune 500 companies and other top organizations. Pollak outlines the ways businesses, executives, mid-level managers, employees, and entrepreneurs can tackle situations that may arise when diverse styles clash and provides clear strategies to turn generational diversity into business opportunity. Generational change is impacting all industries, all types of organizations, and all leaders. The Remix is an essential guide for anyone looking to navigate today’s multigenerational workplace, which is more diverse and varied than ever before. |
| managing an aging workforce: Age and Work Hannes Zacher, Cort W. Rudolph, 2022 The edited volume, Age and Work presents a systematic collection of key advances in theory, methods, and practice regarding age(ing) and work. This leading-edge collection breaks new ground by developing novel and useful theory, explaining underutilized but important methodological approaches, and suggesting original practical applications of emerging research topics. The book begins with a prologue by the World Health Organization's unit head for aging and health, an introduction on the topic by the editors, and an overview of past, current, and future workforce age trends. Subsequently, the first main section outlines theoretical advances regarding alternative age constructs (e.g., subjective age), intersectionality of age with gender and social class, paradoxical age-related actions, generational identity, and integration of lifespan theories. The second section presents methodological advances regarding behavioral assessment, age at the team and organizational levels, longitudinal and diary methods, experiments and interventions, qualitative methods, and the use of archival data. The third section covers practical advances regarding age and job crafting, knowledge exchange, the work/non-work interface, healthy aging, and absenteeism and presenteeism, and organizational meta-strategies for younger and older workers. The book concludes with an epilogue by an eminent scholar in age and work. Written in a scientific yet accessible manner, the book offers a valuable resource for undergraduate and graduate students, academics in the fields of psychology and business, as well as practitioners working in the areas of human resource management and organizational development-- |
| managing an aging workforce: Managing the Millennials Chip Espinoza, Mick Ukleja, Craig Rusch, 2010-01-28 A valuable tool for anyone who wants to effectively manage and motivate twenty-something workers Many books are being published on how to manage employees of the millennial generation, but the solutions offered are anecdotal at best. Backed by years of serious research, Managing the Millennials provides managers of all ages with specific recommendations and tools for engaging this burgeoning demographic-some 78 million strong. Each chapter shares relevant interviews, case studies, and offers research-backed ideas and best practices to help any organization and their leaders address the challenges generational diversity presents. Answering the perplexing question of how does one lead and manage younger employees, this book Offers research-based guidance on getting the most from twenty-something employees Answers common questions and outlines practical solutions for building better relationships between the younger workers and the people who manage them Includes a Special Offer with immediate benefit to readers: access to the authors' Generational Rapport Inventory (GRI), a tool that measures a managers competencies and identifies strengths and weaknesses in dealing with Millennials. Accompanied by an associate web site, leadingthemillennials.com, offering a weekly blog addressing generational diversity issues in the workplace Insightful and practical, Managing the Millennials is a valuable tool for millions of managers globally whose job it is to manage and motivate their twenty-something workers. |
| managing an aging workforce: A Guide to Good Practice in Age Management Gerhard Naegele, Alan Walker, 2006 |
| managing an aging workforce: Scale Development and Score Validation N. Clayton Silver, Laura Badenes-Ribera, Elisa Pedroli, 2020-06-11 This eBook is a collection of articles from a Frontiers Research Topic. Frontiers Research Topics are very popular trademarks of the Frontiers Journals Series: they are collections of at least ten articles, all centered on a particular subject. With their unique mix of varied contributions from Original Research to Review Articles, Frontiers Research Topics unify the most influential researchers, the latest key findings and historical advances in a hot research area! Find out more on how to host your own Frontiers Research Topic or contribute to one as an author by contacting the Frontiers Editorial Office: frontiersin.org/about/contact. |
| managing an aging workforce: The Mental Health and Substance Use Workforce for Older Adults Institute of Medicine, Board on Health Care Services, Committee on the Mental Health Workforce for Geriatric Populations, 2012-10-26 At least 5.6 million to 8 million-nearly one in five-older adults in America have one or more mental health and substance use conditions, which present unique challenges for their care. With the number of adults age 65 and older projected to soar from 40.3 million in 2010 to 72.1 million by 2030, the aging of America holds profound consequences for the nation. For decades, policymakers have been warned that the nation's health care workforce is ill-equipped to care for a rapidly growing and increasingly diverse population. In the specific disciplines of mental health and substance use, there have been similar warnings about serious workforce shortages, insufficient workforce diversity, and lack of basic competence and core knowledge in key areas. Following its 2008 report highlighting the urgency of expanding and strengthening the geriatric health care workforce, the IOM was asked by the Department of Health and Human Services to undertake a complementary study on the geriatric mental health and substance use workforce. The Mental Health and Substance Use Workforce for Older Adults: In Whose Hands? assesses the needs of this population and the workforce that serves it. The breadth and magnitude of inadequate workforce training and personnel shortages have grown to such proportions, says the committee, that no single approach, nor a few isolated changes in disparate federal agencies or programs, can adequately address the issue. Overcoming these challenges will require focused and coordinated action by all. |
| managing an aging workforce: The Oxford Handbook of Work and Aging Jerry W. Hedge, Walter C. Borman, 2012-04-19 Global aging, technological advances, and financial pressures on health and pension systems are sure to influence future patterns of work and retirement. This handbook offers an international, multi-disciplinary perspective, examining the aging workforce from an individual worker, organization, and societal perspective. |
| managing an aging workforce: General Appliances Nolan Rhodes, Barbara McIntosh, 2016 General Appliances (GA) is a 40-year old, Vermont-based company that has been enjoying continued growth in the home appliance manufacturing industry. The company had experienced steady growth since its recovery from the Great Recession in 2008-2009. Since 2010, the company had added more than 10 jobs per year in Vermont, for a total of 560 employees. This made GA one of the largest employers in the state. Of the 560 employees at General Appliances, more than 250 were over the age of 50, and 100 of those were over the age of 60. Of those 100 employees over the age of 60, 80 were assembly line employees, and the assembly line had only 165 employees total. |
| managing an aging workforce: The Aging Workforce , 1990 |
| managing an aging workforce: Aging and the Macroeconomy National Research Council, Division of Behavioral and Social Sciences and Education, Committee on Population, Division on Engineering and Physical Sciences, Board on Mathematical Sciences and Their Applications, Committee on the Long-Run Macroeconomic Effects of the Aging U.S. Population, 2013-01-10 The United States is in the midst of a major demographic shift. In the coming decades, people aged 65 and over will make up an increasingly large percentage of the population: The ratio of people aged 65+ to people aged 20-64 will rise by 80%. This shift is happening for two reasons: people are living longer, and many couples are choosing to have fewer children and to have those children somewhat later in life. The resulting demographic shift will present the nation with economic challenges, both to absorb the costs and to leverage the benefits of an aging population. Aging and the Macroeconomy: Long-Term Implications of an Older Population presents the fundamental factors driving the aging of the U.S. population, as well as its societal implications and likely long-term macroeconomic effects in a global context. The report finds that, while population aging does not pose an insurmountable challenge to the nation, it is imperative that sensible policies are implemented soon to allow companies and households to respond. It offers four practical approaches for preparing resources to support the future consumption of households and for adapting to the new economic landscape. |
| managing an aging workforce: Research Anthology on Human Resource Practices for the Modern Workforce Management Association, Information Resources, 2021-12-30 Human resource departments have been a crucial part of business practices for decades and particularly in modern times as professionals deal with multigenerational workers, diversity initiatives, and global health and economic crises. There is a necessity for human resource departments to change as well to adapt to new societal perspectives, technology, and business practices. It is important for human resource managers to keep up to date with all emerging human resource practices in order to support successful and productive organizations. The Research Anthology on Human Resource Practices for the Modern Workforce presents a dynamic and diverse collection of global practices for human resource departments. This anthology discusses the emerging practices as well as modern technologies and initiatives that affect the way human resources must be conducted. Covering topics such as machine learning, organizational culture, and social entrepreneurship, this book is an excellent resource for human resource employees, managers, CEOs, employees, business students and professors, researchers, and academicians. |
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Jan 23, 2015 · Having a healthy, positive relationship with your boss makes your work life much easier — it’s also good for your job satisfaction and your career. But some managers don’t …
Management - HBR - Harvard Business Review
4 days ago · Leadership & Managing People Book. Vanessa Urch Druskat; 32.00. View Details. From a pioneer of "team emotional intelligence" comes a practical guide for building high …
How to Manage Managers - Harvard Business Review
Aug 29, 2016 · When you’re managing managers, your responsibilities are two-fold: you need to make sure they’re producing good work (as with any employee) and that they’re effectively …
Managing employees - HBR
Jun 10, 2025 · Leadership & Managing People Book. Harvard Business Review; Daniel Goleman; John P. Kotter; Marcus Buckingham; Rita Gunther McGrath; 24.95. View Details. Executive …
Managing up - HBR - Harvard Business Review
May 7, 2025 · HBR's 10 Must Reads on Managing People, Vol. 2 (with bonus article "The Feedback Fallacy" by Marcus Buckingham and Ashley Goodall) Leadership & Managing …
Managing people - HBR - Harvard Business Review
4 days ago · Managing an effective sales organization is key to revenue generation,... Save; Share; April 23, 2025; The Latest Research: Hiring and Retention. Management Tool. Harvard …
Leadership and managing people - HBR - Harvard Business Review
Jun 10, 2025 · Leadership and managing people Digital Article. HBR Editors; A curated list from one of HBR’s most popular newsletters. Save; Share; June 12, 2025; The Skills and Habits …
4 Styles of Coaching—and When to Use Them - Harvard …
Mar 18, 2025 · Google’s Project Oxygen—a multi-year research initiative—analyzed data from thousands of employees to identify the qualities of highly effective managers. Over the years, …
Managing yourself - HBR - Harvard Business Review
Jun 10, 2025 · Leadership and managing people Digital Article. Nihar Chhaya; How to maintain influence—and handle the inevitable growing pains. Save; Share; May 30, 2025; Great …
Managing Oneself - Harvard Business Review
Managing Oneself Success in the knowledge economy comes to those who know themselves—their strengths, their values, and how they best perform. by Peter F. Drucker …
