Career Management : Home Work

The next issue I’d like to talk about is the positive and negative perception of older workers. Executives and managers have both positive and negative outlooks on older employees depending mostly on the job being performed. Studies done by AARP said that elderly workers (those age 50 and older), and were valued for their experience, knowledge, work habits, attitudes, commitment to quality, loyalty, punctuality, ability to keep cool in crisis, and respect to authority. (AARP 1989) They are valued

Some negative examples of how people in the workforce perceive older adults in the workforce are that older workers produce lower quality work, inflexible, less productive and are resistant to change. Some employers believe older adult workers skills are dated or do not have the required set of competence needed. Giving training and continuing education opportunities as well as companies adapting these courses to those with less experience technically will help with ensuring that older adults continue to feel like a vital part of the business and keep working until they decide to

As people get older, life can get more complicated. When one ages, one is more prone to more negative experiences such as death of loved ones or an incident that is life changing. According to this article written by Jane E. Brody, such experiences can effect one’s ability to work the same job they have been working for 30 plus years (2016). However, many as a society hold the assumption that older adults lack the ability to recreate their vocational experience and instead should “settle down” and retire. Realistically, however, many older adults are not economically stable to retire. Jane E. Brody argues that changing your career to something that is fulfilling to an aging adult can not only be possible, but highly satisfying and beneficial.

The availability of alternative jobs is a external factor of the labour market and can impact the employment relationship due to staff being head hunted by other companies, they know that they can easily find a new job should they not be enjoying their current job role.

Thus, it is imperative that employers construct training programs that are effective and ones that will assist their employees reach their maximum potential. Due to the fact, that the baby boomers are eventually departing their own perspective organizations and that these companies will be depleted of the vast knowledge retained by the aging workforce. These companies will need to be prudent in devising their training platforms. Hence, in view of this dilemma occurring within today’s corporations induced by the departure of Generation X. It’s my suggestion that these organizations institute a coaching and mentoring program. Thereupon, as mentioned earlier during this study, these organizations could utilize their older workforce to guide those millennials entering the workforce. That being the case, it is now an appropriate time to shift onto the last phase of this case assignment. And, briefly analyze the amount of specificity the HRM team should place on the value of maintaining an aging workforce, along, with annotating the type of data that should be compiled for such

I think the purpose of this assignment is to explore different career planning option. It has many assessments

In our recommendation to Microsoft, it is our belief that the focus for future developments in the HR sector should be around the fostering of job security in order to improve retention rates. In order to meet these goals, it is proposed that Microsoft implement policies that attempt to foster a sense of mobility, hospitality, and perspective growth while still acknowledging the uniqueness of the modern landscape with respect to the individuality and career goals of each employee. To begin Microsoft need to ensure that there is not only vertical mobility but also lateral mobility options available within

According to Mondy and Noe (2005), career is a job that has been chosen to be accomplished during one’s working life. Career is the progress and actions of the person’s occupations or sequence of jobs held by someone throughout a lifetime which is until that person end up the careers. Most of the situations, people do not just referring to one position only but often looking for another jobs which composed of the jobs held, titles earned and work accomplished over a long period of time. There is an increasing trend to employees changing jobs more frequently, while employees in some cultures and economies stay with one job during their career. For example, an individual's career could involve being an engineer, though the

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.

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.

Now a day employers look for many skills in workers. There are many reasons why worker are not get a job or they are getting fired, but there is one reason why that is happening. That reason is that many employers need people with good skills, qualities and attributes. There are many workers out there, who don’t have the skills that are need in the current workforce. Well that is going to change and there the career and work counsellor come in. “For years, employers have been aware of employee engagement and maintenance issues in their workplaces. As the millennial generation (also commonly known as Gen-Y and includes births from 1982 – 2000) grows in the workforce and baby boomers retire, managers and human resources professionals will

Wyn (2011) noted that young people are faced with the erosion of traditional social structure, which means the contemporary young people are not prevailingly concentrated on family, work and welfare state. Wyn further explained that thanks to the distinctive social and economy circumstances in post-1970 generation, some of the young people left school and worked in an early age. Granted young people finished high school or university in post-1970 generation, they might not find the jobs that were related to their academic backgrounds. Wyn (2011) pointed out that half of the post-1970 generation did not find themselves in a job that directly related to their careers. Moreover, the traditional ambition in workplace is ‘upward mobility’, most young peoples preferred to get a steady job and the mobility of changing work type is low. Along with the demand of society and the social structure is changing, the work type for young people are more diverse and emphasize the individualization. Lawrence (1998) stated that the contemporary young people are trying out various types of relationship and multiple forms of the selves that they may become. Therefore, it is no doubt that the contemporary young people might not have a fixed and particular job. According to a survey from Wyn (2011), there are 18%of young people holding one job, 61% holding between two

Aging population can be used as an advantage to increase economic rates growth by keeping them employed as long as possible (Nankervis et al. 2006, p.55). People who are working in a knowledge fields may increase their performance with age, however for more physical positions there is an opposite possibility of low performance with increasing age (Patrickson & Ranzijn, 2006). Consequently, specific jobs may have lack of professional employees. For example by separating workers and using older workers as experience type that can teach and train young employees, as well as use their knowledge will benefit organization in different departments. Also by using younger workers as routine workers or in more physical positions that are hard to perform for older employees will give them opportunity to earn more experience and will keep older employees working as well (Patrickson & Ranzijn, 2006). It is necessary for human resources to distribute their workforce accordingly and to provide required training for their young and old employees.

Thirty years later, the contract between employer and employee is a partnership. The emphasis in this new contract is on worker employability rather than job security. In this contract, employers provide the opportunities, tools, and support to help employees develop their skills and maintain their employability; the employees have the responsibility of managing their careers, taking advantage of the opportunities they are given. Thus, the employees must be career self-reliant. They must continually update their skills, looking ahead to the future and to market trends as well as to the current demands of the workplace (Collard et al. 1996). They must have a plan for "enhancing their performance and long-term employability" (Waterman, Waterman, and Collard 1994, p. 88). The new relationship between employee and employer is described as a contract through which individual needs and those of the organization are balanced.

Another practice that helps to achieve career growth and development is offering training opportunities for the employees. The employees are offered benefits that help them to further their education and achieve higher qualifications. This is a strategy which helps to increase the skills, qualifications and competence of the employees. In this way, the staff are at a better position to gain promotions within the organization as education qualification is not a barrier for them. The employees become motivated as they become more competitive in the market which is good for their career (Branham, 2012).