The Aging Labor Force Affects Human Resources

The most prominent change in the workforce affecting human resources at St. Anthony’s is the rise of a multi generational workforce. Providing different human resource needs for various employees is an evolving challenge. Being aware of different workplace standards between generations is taken into consideration to reduce “pain points” (Calvert, 2015). In the interview, Judie grouped Generation X and Millennials into the same group, and focused primarily on the differences between Baby Boomers and Gen X/Millennials. She described the Baby Boomers as

The most prominent change in the workforce affecting human resources is the rise of a multi generational workforce. Providing different human resource needs to various employees is an emerging challenge for Judie. In the interview, she grouped Generation X and Millennials into the same group, and focused primarily on the differences between Baby Boomers and Gen X/Millennials. She described the Baby Boomers as skilled in their jobs, thankful to be working, and without questioning change or decisions in the organization. However, she felt Gen

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 most prominent change in the workforce affecting human resources is the rise of a multi generational workforce. Providing different human resource needs to various employees is an emerging challenge for Judie. Being aware of different workplace standards between these generations is taken into consideration to reduce “pain points” (Calvert, 2015). In the interview, she grouped Generation X and Millennials into the same group, and focused primarily on the differences between Baby Boomers and Gen X/Millennials. She described the Baby Boomers as skilled in their jobs and maintaining the implicit

Every generation is influenced by its period 's economic, political and social events. From the Great Depression to the civil rights and women 's movements to the advent of television and advanced computer technologies. Thus generational background/situation may also affect the way they work. The key is to be able to effectively address and take advantage of the differences in values and expectations of each generation in the workplace. The current work place consists of four different generations; The Baby Boomers (1946-1964) who are slowly retiring and existing the workforce, The Generation X (1965-1976), The Generation Y or millennia (1977-1997), and the Generation Z who are about to or are just entering the work force. Although these different generations tend to want similar things in a workplace their environment/background has shaped their character, values, and expectations (Hahn 2011).

One of the major functions of Human Resource Management is to lower the overall expenses of the company and try to find ways that an organization may run more efficiently. The first major potential problems for the baby boomers from a Human Resources perspective is since companies are always trying to find ways to lower costs which means that a lot of the baby boomers are being laid off because their health is a liability. Companies are trying to replace these baby boomers with younger, more charismatic workers. Companies that offer healthcare to their younger employees as a benefit to get them to work for them aren't profiting by having baby boomers on staff. These organizations feel as if the medical expenses incurred are far larger than the expenses incurred by their younger counter parts. In turn companies are laying off baby boomers before they can even reach retirement. The second major reason baby boomers are being laid off is due to the advancement of technology. Organizations are looking for younger individuals who may be as charismatic as the older individuals but far more tech savvy. Employers are confronted with the loss of skilled labor when the boomer cohort adds candles to its annual cake. There is a need for adaptive retirement strategies--on the parts of both employees and employers. There is no longer one standard retirement approach, and given the

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

Many employers view the old employers especially the baby boomers as too rigid, failing health, lack of enthusiasm, afraid of new technologies, do not want to learn new training (stuck in old ways), and expensive to keep. Many aged people are viewing job advertisements with pictures of younger employees. In addition, the aged are facing high cost of medical insurance and healthcare. With the obstacles in the job market, the aged could possibly experience social isolationism, low self-esteem, and financial hardship.

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

Upon reflecting on the three main generations that comprise the workplace today, a few differences emerge. “Baby Boomers” grew up in a time when movements were prominent, the Vietnam War occurred, key figures were assassinated, the Watergate Scandal occurred, and television was introduced (Twenge et al., 2010; Schullery, 2013). Overall, “Baby Boomers” seem to exhibit a distrust of authority, value hard work, and want to enjoy their achievements (Robbins & Judge, 2015; Twenge et al., 2010). As such, they are results driven and give their utmost effort (Robbins & Judge, 2015). “Generation X” grew up in a time of computers, divorce, two career parents, MTV, and economic uncertainty (Twenge et al., 2010; Robbins & Judge, 2015). For the most part, they seem to exhibit the workplace behaviors of independence and a lack of commitment to employers (Twenge et al., 2010). They value a balance between work and life and place more focus on extrinsic rewards such as monetary compensation (Twenge et al., 2010). “Millennials” grew up in prosperous times with technology dominating the era and over-protective parents (Robbins & Judge, 2015; Schullery, 2013). Generally, they seem to place a greater value on employee benefits, leisure time, teamwork, and open communication (Society of Human Resource Management, 2004; Twenge, 2010; Myers & Sadaghiani, 2010). In addition, they have also been given the labels of “self-centered” and “entitled” (Myers & Sadaghiani, 2010).

“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.

Occupational Therapy can promote, health, safety and productivity for older workers in today’s increasingly aging workforce. The average life expectancy has increased from 70.8 years in 1970 to 77.2 years in 2001. According to the Bureau of Labor Statistics, 63 million Americans are above the age of 65. Perry, PE, CPE, L. Designing the Workplace for the Aging Workforce, How to use Ergonomics to Improve the Workplace Design. http://195.28.226.39/NR/rdonlyres/AEFC0FF5-EE0B-4765-B5D4-F640D99E1412/0/Designingtheworkplacefortheagingworkforce.pdf.) Ten million adults over the age of 65 are still working, and that number is expected to double over the next ten years due to extended careers, second careers and longer life expectancy. People above retirement age continue to work for social, financial and healthcare benefits. One of the industries affected the most by this aging workforce is the manufacturing industry. The manufacturing industry has one of the highest injury and illness rates across all sectors and poses more of a risk to aging workers.

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.

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.