Recommendations. The Skills Of An Aging Workforce Can Be

The Department of Labor estimates that by the year 2012, the Labor Force will be over age 55 (Harvey 184). In a time when issues such as Age and Ability are at the far front for a lot of employers, understanding how to deal with an aging workforce is essential. The debate on how to address this issue is only beginning.

The experiences and information each generation has can be used as a tool for building rapport and presents an opportunity to learn something new. However, the approach to managing all five generations requires managers to assign tasks based on the actual work behaviors and performance shown by each person, regardless of age and in a manner that uses each person’s strengths. Managers should pair older or younger employees that have limited knowledge about technologically demanding tasks with younger employees (Gen X and Y) who are able to offer assistance or helpful information (to simplify the task). Individuals who favor teamwork (Boomers, Silenters and Nexters) and are interested in advanced technical processes, should collaborate with Nexters. The partnership will potentially provide mentorship for Nexters to improve their interpersonal communication skills and creates learning opportunities for Boomers and Silenters to improve their work performance, skills and show leadership abilities.

This rapidly aging population indicate that countries will count with less working-age people in their economy. The private sector tends to discriminate people over 50 which limits their participation in the labor force affecting the economy of countries. “Businesses will soon have little choice but to be more attentive to the needs and capacities of older employees; their ability to adapt could become a source of competitive advantage.” (Bloom et al). A huge transition is coming, and we have to be prepared to deal with those

Indeed, older workers have plenty of experience with the clear understanding in organizations. Therefore, they have the capacities to make good decision quickly and less mistakes. Refer to the book of Lois Lowry, people in the community always ask the Giver for advice since he has the memories that is consider as wisdom (130). Similarly, that critical thinking and wisdom have gained through the years in jobs lets older workers delivery top quality as well as helps companies avoid the repetition of mistakes. In tough marketplaces, it is important to realize that older workers are the source that bring profits to companies because after working for a long time, they have built good relationships as powerful strings to connect loyal and potential customers with companies. Under those circumstances, older workers ' productivity is much more or at least on par with younger workers.

Therefore, they have the capacities to make good decision quickly and less mistakes. Refer to the book of Lois Lowry, the Giver, the elderly in the community, is always asked for advice since he has the memories that is consider as wisdom (130). Similarly, that critical thinking and wisdom have gained through the years in jobs lets older workers delivery top quality as well as help companies avoid the repetition of mistakes. In tough marketplaces, it is important to realize that older workers are the sources of companies ' profits because after working for a long time, they have built good relationships as powerful strings to connect loyal and potential customers with companies. Under those circumstances, older workers ' productivities are much more or at least on par with younger workers.

Assigning elder workers a bigger role in workplace decisions, such as how the workplace is designed, is another measure that may help to reduce ageism. The design of the workplace has been shown to influence the productivity of workers and older workers are rarely consulted on this matter (Erlich & Bechard, 2008). Therefore, incorporating the needs of older workers into management decisions will increase the productivity and motivation of older workers, which will be economically beneficial to companies.

Employment programs for seniors will be my area of focus to foster significant roles and add to the quality of life for older adults. Indeed, older adults possess many skills and abilities qualifying them as being valuable to business and agencies, however, finding a job is still made difficult. Contributing factors are those desiring to work are ill prepared due to technological advancement or lack of training. Agencies and businesses are now demanding necessary training making it vitally important to make oneself marketable as the job market is competitive.

Transversely an older employee that is seeking to make a career change later in their lives may experience the same discrimination as a younger employee in that a company may not want to give them the opportunity because of their age. Potentially the advantage the older employee may have is that they have the experience in a particular field that is inviting to the company that is doing the hiring. Organizations face some challenging decisions when it comes to the hiring of employees, young and old. One would hope that they would be inclined to hire the best man or women, young or old for the job.

In fact, new schools and programs of public health are developing yearly and the amount of prospective public health employees increased by sixty-nine percent in one era. In the year 2011 for example, the number of prospective employees grew from 5,747 in the year 2001 to 9,717. However, only seventeen percent of state public health employees have official training in public health (Yeager et al., 2016). Subsequently, the crisis of the health workforce has emphasized the necessity for more health care professionals and this requirement has driven an increased interest in professional health education. This also includes individuals pursuing masters of public health (MPH) courses, and this change created an impact on the workplace and the region (Zwanikken et al.,

Age bias is a common scenario visible all over the world, specifically in the corporate sector, where the older human resources are considered not apt to work and they face day-to-day discrimination by their co-workers. There are different aspects of this topical issue, which we can discuss in detail.

The demographics of the workforce is changing, and companies are scrambling for a succession plan for an aging workforce with vast amounts of knowledge and experience. According to HR professionals, older workers are more professional, more productive with stronger work ethics, reliable, and loyal than their younger counterparts (Coombs, 2018).

Population of the aging workforce will continue to increase and it is important to understand the advantages of older workers in an oragnisation and the implications (Bockman & Sirotnik, 2008). Many employers regard older workers as hinders or obstacles to growth and development of organisations (Kunze, Boehem & Bruch, 2013). This report firstly introduces the perceptions of older workers and discuses the stereotypes that older workers are less productive than younger workers. This report addresses the common issues of the aging population in the workforce and its misconceptions of older workers in a telecommunication oragnisation that callout and call-ins customers and door to door sales. In addition, demonstrates possible solutions and implications to reduce misconception and poor performance from older workers by creating supportive and encouraging environments that also allows older workers to participate in learning, training and development. The findings of this report revealed that the misconception of younger workers were more productive and performed better than older workers were proven false. Furthermore, the results revealed that older workers were as capable in performing as effectively as younger workers. Further recommendations were needed to ensure that practical implementation and methods are taken to improve the quality of the work environment for older workers by following the S.M.A.R.T principle.

Not long ago, there was a common thought that men and women in their forties and fifties were only looking toward retirement, not career development, and enhancement strategies. However, older workers, for different reasons, have changed their definition of retirement and are choosing to stay actively engaged at work. Moreover, the baby boomers are returning to school after decades away to complete their degrees to be competitive in their industry, gain valuable skills, or even change careers. While enjoying a successful career in healthcare for more than three decades disqualifies me as a typical new graduate, growth, development, and career mobility requires an attitude and commitment of being a lifetime learner.

In the article “Today is the Tomorrow-You Worried About Yesterday: Meeting the Challenges of a Changing Workforce” author Nancy B. Kiyonga touches upon what she sees as issues facing those within Human Resources dealing with the aging workforce. The article explains how she feels that the practices of Human Resource managers in organizations need to come to the realization that the aging workforce is not only a challenge but an opportunity as well. There is a need to strategize and come up with ways to retain this population, reviewing “the role of human resources management in workforce and succession planning” and the “status of workforce and succession planning efforts today” (Kiyonaga, 2004).

Training an aging work force is another of the challenges businesses currently face and will continue to deal with over the course of the next decade. The types of training aging employees require is not only to keep skills current in order to perform everyday tasks, but to also provide new career paths and new skills that are necessary due to changing technology (Rosen & Jerdee, 1990). Although the cost associated with training is currently the burden of the employer, it is considered to be an investment in improved performance, productivity, and employee moral (O’Keefe,