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Questions 2-18. What changes in employment relationships are likely to occur as the population ages? 02-19. Do you think increasing age diversity will create new challenges for managers? What types of challenges do you expect will be most profound? 2-20. How can organizations cope with differences related to age discrimination in the workplace? How can older employees help?

Questions 2-18. What changes in employment relationships are likely to occur as the population ages? 02-19. Do you think increasing age diversity will create new challenges for managers? What types of challenges do you expect will be most profound? 2-20. How can organizations cope with differences related to age discrimination in the workplace? How can older employees help?

Understanding Business
Understanding Business
12th Edition
ISBN:9781259929434
Author:William Nickels
Publisher:William Nickels
Chapter1: Taking Risks And Making Profits Within The Dynamic Business Environment
Section: Chapter Questions
Problem 1CE
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CASE INCIDENT 2 The Encore Career Over the past century, the average age of the workforce has increased as medical science has continued to enhance longevity and vitality. As we discussed in this chapter, many individuals will work past the previously established ages of retirement, and the fastest-growing segment of the work- force is individuals over the age of 55. Unfortunately, older workers face a variety of discrimi- for an unemplöyed worker over age 55 is 56 weeks, versus natory attitudes in the workplace. Researchers scanned more than 100 publications on age discrimination to de termine what types of age stereotypes were most prevalent ingly, older workers who aren't finding fulfilling positions across studies. They found that stereotypes inferred that alder workers are lower performers. Research, on the oth- reers in the workforce, an increasing number are embrac- er hand, indicates they are not, and organizations are real- izing the benefits of this needed employee group. Dale Sweere, HR director for engineering firm Stanley Consultants, is one of the growing number of manage- ment professionals actively recruiting the older workforce. Sweere says older workers "typically hit the ground run- ning much quicker and they fit into the organization well." They bring to the job a higher skill level earned through businesses more than any other age group." Others funnel years of experience, remember an industry's history, and into nonprofit organizations, where the pay may not equal know the aging customer base. Tell that to the older worker who is unemployed. Older workers have long. been sought by government contrac- tors, financial firms, and consultants, according to Cor- nelia Gamlem, president of consulting firm GEMS Group Ltd., and she actively recruits them. However, the U.S. Bu- reau of Labor Statistics reports that the average job search 38 weeks for the rest of the unemployed population. Enter the encore 'career, a:k.a. unretirement. Increas- are seeking to opt out.of traditional roles. After long ca- ing flexible, work-from-home options such as customer • service positions. For instance, Olga Howard, 71, signed on as an independent contractor for 25–30 hours per week with Arise Virtual Solutions, handling questions for a fi- nancial software company after her long-term career end- ed. Others are starting up new businesses. Chris Farrel, author of Unretirement, said, "Older people are starting the individual's previous eaming power, but the mission is
Transcribed Image Text:CASE INCIDENT 2 The Encore Career Over the past century, the average age of the workforce has increased as medical science has continued to enhance longevity and vitality. As we discussed in this chapter, many individuals will work past the previously established ages of retirement, and the fastest-growing segment of the work- force is individuals over the age of 55. Unfortunately, older workers face a variety of discrimi- for an unemplöyed worker over age 55 is 56 weeks, versus natory attitudes in the workplace. Researchers scanned more than 100 publications on age discrimination to de termine what types of age stereotypes were most prevalent ingly, older workers who aren't finding fulfilling positions across studies. They found that stereotypes inferred that alder workers are lower performers. Research, on the oth- reers in the workforce, an increasing number are embrac- er hand, indicates they are not, and organizations are real- izing the benefits of this needed employee group. Dale Sweere, HR director for engineering firm Stanley Consultants, is one of the growing number of manage- ment professionals actively recruiting the older workforce. Sweere says older workers "typically hit the ground run- ning much quicker and they fit into the organization well." They bring to the job a higher skill level earned through businesses more than any other age group." Others funnel years of experience, remember an industry's history, and into nonprofit organizations, where the pay may not equal know the aging customer base. Tell that to the older worker who is unemployed. Older workers have long. been sought by government contrac- tors, financial firms, and consultants, according to Cor- nelia Gamlem, president of consulting firm GEMS Group Ltd., and she actively recruits them. However, the U.S. Bu- reau of Labor Statistics reports that the average job search 38 weeks for the rest of the unemployed population. Enter the encore 'career, a:k.a. unretirement. Increas- are seeking to opt out.of traditional roles. After long ca- ing flexible, work-from-home options such as customer • service positions. For instance, Olga Howard, 71, signed on as an independent contractor for 25–30 hours per week with Arise Virtual Solutions, handling questions for a fi- nancial software company after her long-term career end- ed. Others are starting up new businesses. Chris Farrel, author of Unretirement, said, "Older people are starting the individual's previous eaming power, but the mission is
typcs, Moderators, and Futurc Rescarch Dircctiens," Jnurnal of Munagement 35 (2009): 158–88; and P. ing by HR professionals and employers will be required to recruit and retain them. Otherwise, organizations' great. strong. "They need the money and the meaning," said En- core.org CEO Marc Freedman. Still others are gaining ad- ditional education, such as Japan s "silver entrepreneurs," who have benefited fiom the country's tax credits for train- ing older workers. Individuals who embark on a second-act career often report they are very fulfilled. However, the loss of workers from their longstanding careers may be undesirable. "In this knowledge economy, the retention of older workers gives employers a competitive edge by allowing them to continue to tap a generation of knowledgé and skill," said Mark Schmit, executive director of the Socicty for Human Resource Management (SHRM) Foundation. "New think- est asset will walk out the door." Questlons 2-18. What changes in employment relationships are likely to occur as the population ages? 02-19. Do you think increasing age diversity will create new challenges for managers? What types of challenges do you expect will be most profound? 2-20. How can organizations cope with differences related to age discrimination in the workplace? How can older employees help? Suurres: N. Eberstadt and M. W. Hodin, “America Needs to Rethink 'Retirement," The Wall Street Jour- nal. March 11, 2014, A15; S. Giegerich, "Older Job-Seekers Must Take Charge, Adapt," Chicago Tribune, September 10, 2012, 2–3; R. J. Grossinan, "Encore!" HR Magazine, July 2014, 27–31; T. Lytle, "Benefits for Older Workers," /IR Maguzine, March 2012, 53–58; (G. Norman, "Sccond Acts After 65," The Wall Stret lourmal, September 24, 2014, A13; D. Stipp, The Anti-Aging Revolution," Fortune, June 14, 2010. 194-30: R. A. Posthuma and M. A. Campion, Age Stereatypes in the Workplace: Common Sterro liKan "Older. They Turn a Phone Into a Job," The New York Times, March 25, 2014, F3
Transcribed Image Text:typcs, Moderators, and Futurc Rescarch Dircctiens," Jnurnal of Munagement 35 (2009): 158–88; and P. ing by HR professionals and employers will be required to recruit and retain them. Otherwise, organizations' great. strong. "They need the money and the meaning," said En- core.org CEO Marc Freedman. Still others are gaining ad- ditional education, such as Japan s "silver entrepreneurs," who have benefited fiom the country's tax credits for train- ing older workers. Individuals who embark on a second-act career often report they are very fulfilled. However, the loss of workers from their longstanding careers may be undesirable. "In this knowledge economy, the retention of older workers gives employers a competitive edge by allowing them to continue to tap a generation of knowledgé and skill," said Mark Schmit, executive director of the Socicty for Human Resource Management (SHRM) Foundation. "New think- est asset will walk out the door." Questlons 2-18. What changes in employment relationships are likely to occur as the population ages? 02-19. Do you think increasing age diversity will create new challenges for managers? What types of challenges do you expect will be most profound? 2-20. How can organizations cope with differences related to age discrimination in the workplace? How can older employees help? Suurres: N. Eberstadt and M. W. Hodin, “America Needs to Rethink 'Retirement," The Wall Street Jour- nal. March 11, 2014, A15; S. Giegerich, "Older Job-Seekers Must Take Charge, Adapt," Chicago Tribune, September 10, 2012, 2–3; R. J. Grossinan, "Encore!" HR Magazine, July 2014, 27–31; T. Lytle, "Benefits for Older Workers," /IR Maguzine, March 2012, 53–58; (G. Norman, "Sccond Acts After 65," The Wall Stret lourmal, September 24, 2014, A13; D. Stipp, The Anti-Aging Revolution," Fortune, June 14, 2010. 194-30: R. A. Posthuma and M. A. Campion, Age Stereatypes in the Workplace: Common Sterro liKan "Older. They Turn a Phone Into a Job," The New York Times, March 25, 2014, F3
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