By Donald L. Venneberg
The Boomer Retirement Time Bomb: How businesses Can steer clear of the Fallout from the arriving talents scarcity is a e-book for company leaders who are looking to remain sooner than the curve. A must-read for the 21st-century association, it lays out demanding situations posed by means of a altering crew and explains why we have to reconsider assumptions approximately paintings and the place of work. extra considerably, it presents functional, real-world options, most sensible practices, and strategies for maximizing the possibilities that would accompany the arriving demographic shift. saying that employers who play their playing cards correct can obtain great rewards through tapping into the knowledge, adulthood, and judgment of older staff, the ebook covers such themes as recruiting and (re)training those useful staff. It appears at elevated place of work flexibility and different technique of aiding maintain older employees, and it explores how organisations can deal with older employees as resources. eventually, it offers feedback for constructing a office that welcomes and contains the desires of an intergenerational staff, delivering work-life stability for each worker.
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Extra resources for The Boomer Retirement Time Bomb: How Companies Can Avoid the Fallout from the Coming Skills Shortage
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In the study findings, the authors noted that supervisor effectiveness was the key factor in the strength of employee engagement for older workers. This finding was consistent with that of similar studies for younger workers as well. The key element that a surveyed employee felt was important to their evaluation of supervisory effectiveness was the degree to which the supervisor provided them flexibility to take care of unexpected personal or family matters. They also cited having flexible work arrangements and, in particular, input to the choice of work schedules as a key component of their satisfaction with supervisors and their resulting feeling of engagement with the work and the organization.
It should be acknowledged that the ability of organizations to provide partial retirement or bridge retirement and part-time work for older workers or rehired retirees is currently restricted by tax, age, and retirement laws and regulations. These laws need to be revised and liberalized in order to accommodate retention and rehiring of older workers (Penner, Perun and Steuerle 2002). We discuss part-time employment and other flexible work alternatives in more detail in Chapter 5 and retirement and its forms in more detail in Chapter 7.
2005. Thinking for a living: How to get better performance and results from knowledge workers. Cambridge, MA: Harvard Business School Press. ARE SENIOR WORKERS AN ASSET OR A LIABILITY? 23 Stewart, Thomas A. 1997. Intellectual capital: The new wealth of organizations. New York: Doubleday. ———. 2001. The wealth of knowledge: Intellectual capital and the twenty-first century organization. New York: Doubleday. 1 Human and Social Capital Assets Matrix Employees by type and level Years of formal education by field Years of Tacit knowledge experience & experience Assessed and area multiplier value Management Finance dept.