CASE INCIDENT 2 The Encore CareerOver the past century, the average age of the workforce hasincreased as medical science has continued to enhancelongevity and vitality. As we discussed in this chapter, manyindividuals will work past the previously established ages ofretirement, and the fastest-growing segment of the work-force is individuals over the age of 55.Unfortunately, older workers face a variety of discrimi- for an unemplöyed worker over age 55 is 56 weeks, versusnatory attitudes in the workplace. Researchers scannedmore than 100 publications on age discrimination to determine what types of age stereotypes were most prevalent ingly, older workers who aren't finding fulfilling positionsacross studies. They found that stereotypes inferred thatalder workers are lower performers. Research, on the oth- reers in the workforce, an increasing number are embrac-er hand, indicates they are not, and organizations are real-izing the benefits of this needed employee group.Dale Sweere, HR director for engineering firm StanleyConsultants, is one of the growing number of manage-ment professionals actively recruiting the older workforce.Sweere says older workers "typically hit the ground run-ning much quicker and they fit into the organization well."They bring to the job a higher skill level earned through businesses more than any other age group." Others funnelyears of experience, remember an industry's history, and into nonprofit organizations, where the pay may not equalknow the aging customer base.Tell that to the older worker who is unemployed. Olderworkers have long. been sought by government contrac-tors, financial firms, and consultants, according to Cor-nelia Gamlem, president of consulting firm GEMS GroupLtd., and she actively recruits them. However, the U.S. Bu-reau of Labor Statistics reports that the average job search38 weeks for the rest of the unemployed population.Enter the encore 'career, a:k.a. unretirement. Increas-are seeking to opt out.of traditional roles. After long ca-ing flexible, work-from-home options such as customer• service positions. For instance, Olga Howard, 71, signedon as an independent contractor for 25–30 hours per weekwith Arise Virtual Solutions, handling questions for a fi-nancial software company after her long-term career end-ed. Others are starting up new businesses. Chris Farrel,author of Unretirement, said, "Older people are startingthe individual's previous eaming power, but the mission is typcs, Moderators, and Futurc Rescarch Dircctiens," Jnurnal of Munagement 35 (2009): 158–88; and P.ing by HR professionals and employers will be required torecruit and retain them. Otherwise, organizations' great.strong. "They need the money and the meaning," said En-core.org CEO Marc Freedman. Still others are gaining ad-ditional education, such as Japan s "silver entrepreneurs,"who have benefited fiom the country's tax credits for train-ing older workers.Individuals who embark on a second-act career oftenreport they are very fulfilled. However, the loss of workersfrom their longstanding careers may be undesirable. "Inthis knowledge economy, the retention of older workersgives employers a competitive edge by allowing them tocontinue to tap a generation of knowledgé and skill," saidMark Schmit, executive director of the Socicty for HumanResource Management (SHRM) Foundation. "New think-est asset will walk out the door."Questlons2-18. What changes in employment relationships arelikely to occur as the population ages?02-19. Do you think increasing age diversity will createnew challenges for managers? What types ofchallenges do you expect will be most profound?2-20. How can organizations cope with differencesrelated to age discrimination in the workplace?How can older employees help?Suurres: N. Eberstadt and M. W. Hodin, “America Needs to Rethink 'Retirement," The Wall Street Jour-nal. March 11, 2014, A15; S. Giegerich, "Older Job-Seekers Must Take Charge, Adapt," Chicago Tribune,September 10, 2012, 2–3; R. J. Grossinan, "Encore!" HR Magazine, July 2014, 27–31; T. Lytle, "Benefitsfor Older Workers," /IR Maguzine, March 2012, 53–58; (G. Norman, "Sccond Acts After 65," The WallStret lourmal, September 24, 2014, A13; D. Stipp, The Anti-Aging Revolution," Fortune, June 14, 2010.194-30: R. A. Posthuma and M. A. Campion, Age Stereatypes in the Workplace: Common SterroliKan "Older. They Turn a Phone Into a Job," The New York Times, March 25, 2014, F3

Question

CASE INCIDENT 2 The Encore CareerOver the past century, the average age of the workforce hasincreased as medical science has continued to enhancelongevity and vitality. As we discussed in this chapter, manyindividuals will work past the previously established ages ofretirement, and the fastest-growing segment of the work-force is individuals over the age of 55.Unfortunately, older workers face a variety of discrimi- for an unemplöyed worker over age 55 is 56 weeks, versusnatory attitudes in the workplace. Researchers scannedmore than 100 publications on age discrimination to determine what types of age stereotypes were most prevalent ingly, older workers who aren't finding fulfilling positionsacross studies. They found that stereotypes inferred thatalder workers are lower performers. Research, on the oth- reers in the workforce, an increasing number are embrac-er hand, indicates they are not, and organizations are real-izing the benefits of this needed employee group.Dale Sweere, HR director for engineering firm StanleyConsultants, is one of the growing number of manage-ment professionals actively recruiting the older workforce.Sweere says older workers &#34;typically hit the ground run-ning much quicker and they fit into the organization well.&#34;They bring to the job a higher skill level earned through businesses more than any other age group.&#34; Others funnelyears of experience, remember an industry's history, and into nonprofit organizations, where the pay may not equalknow the aging customer base.Tell that to the older worker who is unemployed. Olderworkers have long. been sought by government contrac-tors, financial firms, and consultants, according to Cor-nelia Gamlem, president of consulting firm GEMS GroupLtd., and she actively recruits them. However, the U.S. Bu-reau of Labor Statistics reports that the average job search38 weeks for the rest of the unemployed population.Enter the encore 'career, a:k.a. unretirement. Increas-are seeking to opt out.of traditional roles. After long ca-ing flexible, work-from-home options such as customer• service positions. For instance, Olga Howard, 71, signedon as an independent contractor for 25–30 hours per weekwith Arise Virtual Solutions, handling questions for a fi-nancial software company after her long-term career end-ed. Others are starting up new businesses. Chris Farrel,author of Unretirement, said, &#34;Older people are startingthe individual's previous eaming power, but the mission is typcs, Moderators, and Futurc Rescarch Dircctiens,&#34; Jnurnal of Munagement 35 (2009): 158–88; and P.ing by HR professionals and employers will be required torecruit and retain them. Otherwise, organizations' great.strong. &#34;They need the money and the meaning,&#34; said En-core.org CEO Marc Freedman. Still others are gaining ad-ditional education, such as Japan s &#34;silver entrepreneurs,&#34;who have benefited fiom the country's tax credits for train-ing older workers.Individuals who embark on a second-act career oftenreport they are very fulfilled. However, the loss of workersfrom their longstanding careers may be undesirable. &#34;Inthis knowledge economy, the retention of older workersgives employers a competitive edge by allowing them tocontinue to tap a generation of knowledgé and skill,&#34; saidMark Schmit, executive director of the Socicty for HumanResource Management (SHRM) Foundation. &#34;New think-est asset will walk out the door.&#34;Questlons2-18. What changes in employment relationships arelikely to occur as the population ages?02-19. Do you think increasing age diversity will createnew challenges for managers? What types ofchallenges do you expect will be most profound?2-20. How can organizations cope with differencesrelated to age discrimination in the workplace?How can older employees help?Suurres: N. Eberstadt and M. W. Hodin, “America Needs to Rethink 'Retirement,&#34; The Wall Street Jour-nal. March 11, 2014, A15; S. Giegerich, &#34;Older Job-Seekers Must Take Charge, Adapt,&#34; Chicago Tribune,September 10, 2012, 2–3; R. J. Grossinan, &#34;Encore!&#34; HR Magazine, July 2014, 27–31; T. Lytle, &#34;Benefitsfor Older Workers,&#34; /IR Maguzine, March 2012, 53–58; (G. Norman, &#34;Sccond Acts After 65,&#34; The WallStret lourmal, September 24, 2014, A13; D. Stipp, The Anti-Aging Revolution,&#34; Fortune, June 14, 2010.194-30: R. A. Posthuma and M. A. Campion, Age Stereatypes in the Workplace: Common SterroliKan &#34;Older. They Turn a Phone Into a Job,&#34; The New York Times, March 25, 2014, F3

Accepted Answer

Firms hire employees to do specific jobs and achieve the organizational goals. These employees…