The Aging Labor Force Affects Human Resources

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.

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 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

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.

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 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

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 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

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

“Baby Boomers ranked the highest when it comes to being a productive part of their organizations (69% of respondents agree), "hardworking" (73% of respondents agree), a "team player" (56% of respondents agree), and mentoring others (55%)” (Giang, 2013). In view of the aforementioned citation, it delivers a perspicacious frame of reference into the purpose of this case assignment. A case assignment that will be evaluating the aging workforce from a human resource (HR) mindset. Along with a deliberation, of the increased worthiness baby boomers provide a company. When said, company is acquiring contemporary employees with unique skills. In their efforts, for compensating for the impending loss, they will have to endure upon the departure

An aging workforce indicates that the average age of workers is increasing. This means that the present majority of workers in the United States are older than the majority of workers in previous years. Currently, 20% of workers are over the age of 65 and by 2020, 25% will be over the age of 55 (Overview, 2015). From 1994 to 2014, employees aged 65 to 74 increased 126% and employees 75 and older increased 117%. Regardless of what the actual numbers were in 1994 vs. 2014, this extreme increase means that the aging workforce is not slowing down anytime soon. Between 2012 and 2022, employees aged 65 to 74 are said to increase by another 72.1% and employees 75 and older are projected to increase by another 85.2%. Also, work schedules of employees

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.

“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.

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.

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.