Demographics Of Singctel

After reading the article by Farag, Tullai-McGuinesss, & Anthony (2009), I will reflect upon my experiences in a leadership role dealing with various different age groups through numerous situations. The discussion will include the generation I generally identify with, with whom I tend to work best with, and how this affects my unit. I will also reflect on the author's conclusions and recommendations and how they will likely affect my area of practice.

Currently the Millennial generation comprises between an estimated 10-17% of the Controller’s Office, when defining a millennial as someone between the ages of 18 to 34 (Pynes, 2004, p. 28). In the chart below (Figure 1), you can see the breakdown of the office’s age groups. As the 60-65 year olds leave the workforce it will be important to recruit individuals within the younger generations to develop a visionary workplace

There are a host of issues that surround age and ability in the workplace, but examining a few could give a glimpse in the magnitude of the challenge. First, Age, how does it affect a company’s ability to manage long term. Secondly, Ability to perform the assigned task continually.

The task at hand is for management to understand each generation’s strengths and weaknesses, and

Evaluate when the largest proportions of workers will hit the peak eldercare years (45 to 64) for both your total workforce and for mission-critical positions. Data on your total workforce does not necessarily capture the true business impact of eldercare. You may find that incumbents in mission-critical positions are older than your workforce as a whole, because older workers tend to have accumulated more institutional knowledge. Data on your employee age distribution is often available from existing organization records, but national-level data on relevant occupations can provide a basis in the absence of specific organizational data.

Workspace demographics now span four generations. A twenty-something hired this year can expect to find that they working with colleagues who are older than they are by fifty or more years. The reason for this is primarily due to labor shortages for trained personnel in many industries. In addition, many older workers are now delaying retirement due for economic or other reasons. Many of the baby boomer generation can now be expected to delay retirement into their seventies. (Randstad USA)

Over the last few years there has been a growing concern over ageism in America’s places of business, not only through job advertisement, but also during the hiring process, among current employees, and even issues during the end of a person’s career. While there are many types of discrimination in the workplace, all of which are illegal, ageism is prevalent at every stage of a person’s career and can impact not only the employee or potential employee, but the whole company as wellcompany as a whole. Individuals who are over the age of sixty-five make up a large percent of the workforce, and many are dedicated to their employers, it’s when the employer believes that they can hire someone who is much young to do the work that ageism begins to play a role in their career. It isn’t till they companies see that it may take three younger employees to complete the task that of a senior employee.

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

Tech companies are inclined to hire younger people, while discriminating against older ones. These actions create a biased and prejudiced environment. The author summarizes his point by stating, “There is certainly nothing wrong with celebrating or nurturing the success of the young and talented. But it is a problem if what is accepted as the only viable pathway to success is exclusionary.” (65)

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.

“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.

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.

In the present diversified work force in terms of age ,gender,culture ,work style, the employee demographics consist of the four generations which are Traditionalists, Baby Boomers, Generation X and Millenials

2012 is marked as a significant year for Singapore’s workforce demographics. This is the year where the first batch of baby boomers turned 65 years old (National Population and Talent Division, Prime Minister’s Office 2012). Under the Retirement and Re-employment Act (RRA) in effect since 1 January 2012, while the statutory minimum retirement age remains at 62 year old, employers are now required to offer re-employment to eligible employees who turn 62, up to

The study conducted in this document is related to the gender equality in the organizations of Singapore. According to the study it is observed that the inequality in organizations of Singapore