Knowledge Management : Today 's Society Essay

America has about five generations that function in our society today, and they are Traditionalists, Baby Boomers, Generation X, Generation Y, and the Millennial. It is interesting the way that an age gap influences the thinking of millions of people in different generations. Different times and situations require that different strategies be put in place for the following generation. Solutions that worked for one generation may be less useful for the next, so sometimes, because of the age gap, these solutions cause disagreements. These various ideologies all have one goal, and that is to be successful. We will discuss the path of the Baby Boomers and Generation X in the workplace environment.

They can help Boomers better understand the traits they don’t understand in Gen Y. Boomers have expressed an assumption that Gen X and Y don’t want to “pay their dues” and work hard, long hours to get ahead. However, research shows that isn’t the case. Both the younger generations are willing to work hard and work extra hours—when necessary—but they are not willing to sacrifice their personal time just to be seen at the office after 5:00 p.m. They feel that if they can get their work done between 8:00 a.m. and 5:00 p.m., why should they stay late? In addition, Gen X can help Gen Y to understand that Boomers are looking for initiative. Staying late to work on an important project communicates teamwork and loyalty to the company. There is also a huge difference between how Boomers and Gen Y view the structure of an organization. Gen Y doesn’t see any problem with marching right into the CEO’s office to pitch an idea; however, Boomers prefer to follow the established chain of command. Gen X can help Boomers understand that Gen Y is not disrespectful of authority, but their experiences have “flattened” their view of organizations. At the same time, Gen X can help Gen Y understand the organization’s established channels and how following those paths can help them be much more successful. results (Lancaster, L., & Stillman, D.

Over the past 100 years, many analysts can see evident a rise and decline of the United States population. Looking further into the demographics there are currently 73 million millennials aging from 18 to 34 that will soon account for one in three adults by 2020 (Catalyst, 2012). However, despite the increase of millennials, the overall U.S population continues to grow older. Retirement is a subject of the past in this decade and many over the age of 65 are living and working longer thanks to better health and stability in jobs. In fact, the population of older Americans is expected to more than double by 2060 (Catalyst, 2012). Looking at these statistics overall, we are seeing an increase in both generations meaning they are most likely going to have meet face to face within the workplace. This in result, has made it possible to have five generations in the workplace simultaneously. This is truly remarkable and can have a great effect on a business. Looking in the past at how much has changed in the few years, there was only 10.8% of the 65 year old crowd still working in 1985. Presently, thanks to the U.S Bureau Labor Statistics predicts for the year 2020 will comprise of 22.6% of 65 year olds still working (Ganett Company, 2014).

For many years, many organizations focused on aging workforce issues; however, the shift is moved to trying to manage a multigenerational workforce (Cekada, 2012). Many Baby Boomers are still working – with Obama Care, they are working to pay for Affordable Health Care costs and prescriptions. With the Baby Boomers about to leave the workforce, there are steps that an organization must take to keep the baton of knowledge from leaving with them. First is to assess the training needs; second, set up a budget to meet the needs; third, choose between Traditional or Technology-based method to deliver the required training.

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

There are many challenges facing managers and leaders in current workforce. The variety of cultures, races and generations in today’s environment is making work harder. “Managing will also get even more difficult because of globalization, multi-generational workforce, dependency on technology, unethical behaviors and practices.” (Kaifi,2013,pg.217). In this paper I will talk about the three generations that we have had over the past sixty years – the Baby Boomer Generation, Generation X and the current Generation Y, known as Millennials. This rich mix of generations in the workforce can be attributed primarily to labor shortages experienced in many industries and the rising average age of retirement.

It’s important that we should have this mentioned. I believe that there is a disconnect between educational standards and organizational demand for skills such as technical and engineering skills as well as soft skills that facilitate integration into the workforce. Therefore, if we look at the fact that the workforce currently has a lot of baby boomers in place. Baby boomers are ages 53-71. This group of people in most cases are equipped with soft skills. With that being said, the baby boomers have the ability to be a team player, the know how to communicate, in some instances able to show adaptability, problem-solving, and critical thinking capability. However, they may lack the educational, technical, and engineering skills need to maintain

Where will they come from? That is a question that is facing organizations and businesses in the United States as they ponder where the next wave of workers will emerge. Organizational recruitment and retention strategies have been challenged to find replacements for a generation of employees on the brink of retirement. This generation, the Baby Boomers, is a generation numbering 76 to 78 million people (Stendardi, 2005), a staggering number when contrasted with a 2009 Department of Labor figure of an employed civilian workforce of 140 million workers. The Boomers’ imminent retirement, sometimes referred to as the “ demographic tidal wave,” will challenge organizations and Human Resource departments to develop programs and

The growing workforce today is forever changing. The first generational age group of baby boomers are starting to retire from the workplace. With this they are taking years of knowledge and experience with them while the new generation “X” and generation “Y” are rapidly increasing in and becoming the next leaders.

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.

More than ten thousand Baby Boomers retire every single day (Gurwitt, 2013). Combine that with the fact that there are currently four generations are in the workforce and managers of today have their work cut out for them. These leaders must ensure the knowledge from the retiring baby boomers is transferred to the remaining workforce, while simultaneously managing the retention of the disloyal, self-centered Millennials. Many leaders in this situation are finding it difficult to create and develop an organizational culture that supports this and conflict is manifesting in many organizations (Carpenter & DeCharon, 2014).

The age issue has been an ongoing argument between both employers and job seekers. More and more senior workers sense that their ages are being held against them; they feel increasingly uneasy by the job market that fails to seek their true abilities. Furthermore, as the baby boom generation gradually shifting towards the retirement age, the demographic of the people in the labor force is changing. In the near future, these baby boomers would eventually has to exit the market force and leave many jobs open to be filled. Specific related issues have been considered, including the decline in human capital, lost skills, etc. With fewer people from the younger ages are involve

“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.

These theories should assist organizational managers with the ability to attract and retain employees with traits concerning the organization’s goals no matter the employee's generations (Nichols & Cottrell, 2014). The framework and concept for this research will provide answers to the multigenerational management questions directly related to this qualitative and how to manage a multigenerational workforce effectively. Organizations must build teams to respond quickly to business environment and technology changes to ensure the organization's future existence in the current business (Bai, Lin, & Li, 2016). The role of technology in relation to a multigenerational workforce is a concept of specific rules on technology usage in the workplace (Haeger & Lingham, 2014).

The skills of an aging workforce can be useful if a policy is implemented so that a select group of especially skilled senior or retired workers is assigned to train employees for leadership positions. This training will provide the right skills that younger employees lack and develop positive working relations with senior staff in the organization. As a result, older workers will not feel compelled to retire early or leave their jobs because of poor working relationships or unsatisfactory working conditions. Those who have already retired will still remain active while using their expertise to maintain the status quo. Additionally, younger employees will be prepared to handle management positions as they become