Training strategies for an aging workforce

2009 ◽  
Vol 41 (6) ◽  
pp. 334-338 ◽  
Author(s):  
Sergio Koc‐Menard
Keyword(s):  
Older Workers ◽  
Job Seekers ◽  
Aging Workforce ◽  
Content Type ◽  
Older Employees ◽  
Learning Programs ◽  
European Foundation ◽  
Targeted Approach ◽  
Study Database

PurposeThe purpose of this paper is to explore how organizations might support older workers' learning.Design/methodology/approachThe paper highlights an incoming HR challenge (training older workers), conducts a review of corporate responses in Europe, and then identifies lessons. Examples are drawn from the case study database of the European Foundation for the Improvement of Living and Working Conditions.FindingsThe paper identifies four lessons. The first is to adopt a targeted approach, which involves both identifying older employees with key abilities and tailoring training products to their needs. The second lesson is to develop training initiatives that update job‐related skills and knowledge. The third is to complement skills update products with programs that expand the knowledge horizon of older employees. The fourth lesson is to integrate training into recruitment initiatives that target experienced job‐seekers.Originality/valueMany organisations are developing initiatives to tap into the older worker talent pool. Training is a critical component of strategies that seek to retain or attract experienced professionals. The paper provides practical advice that will help organizations to design and implement learning programs for older workers.

scholarly journals An Aging Workforce and Work Environment: A Hotel Case Study in China

2017 ◽  
Vol 1 (2) ◽  
pp. 59-64
Author(s):  
Eunhwa Yang ◽  
Yiqian Nie
Keyword(s):  
Indoor Air ◽  
Physical Environment ◽  
Older Workers ◽  
Well Being ◽  
Working Environment ◽  
Aging Workforce ◽  
Older Employees ◽  
Safety First ◽  
Safe Working

ABSTRACT The demographic trends of decreasing fertility rate and increasing life expectancy result in many older people remaining in the workforce. The biggest challenge for organizations is to establish a productive and safe working environment for their aging workers as their physical and cognitive capabilities decrease. The physical environment can influence workers' productivity, well-being, and safety. First, this study provides a literature review on how older workers' physical and cognitive conditions change. Second, a survey was conducted with older employees in a hotel located in Xi'an, China to understand the older employees' job satisfaction level, current diseases, possible reasons for their diseases or low productivity at work, and their preference on the future workspace. Lastly, this paper suggests several workplace strategies including ergonomic design in the workspace, flexible office layout, and improvement of indoor air quality to support the aging workforce with their working environment. Besides, the method can be used by other similar organizations to understand their aging employees' concerns and needs and to inform how to design the workplace for the aging employees.

Blended learning

2018 ◽  
Vol 39 (3/4) ◽  
pp. 207-215 ◽  
Author(s):  
Bruce Keisling
Keyword(s):  
Blended Learning ◽  
Organizational Structures ◽  
Library Services ◽  
Organizational Restructuring ◽  
Organizational Resources ◽  
Content Type ◽  
Organizational Learning Culture ◽  
Learning Programs ◽  
Online Distance

Purpose Because many colleges and universities have growing numbers of students in online and blended programs, libraries should adapt their services and adjust their organizational structures to support them. Students have adopted blended learning programs whether or not the programs are officially designed as blended programs. Libraries need to change their service orientation in response and learn to scale services using available technologies. Scaling services and personnel resources also requires developing a scalable organizational learning culture. The paper aims to discuss these issues. Design/methodology/approach Using a change in support for online/distance students and organizational restructuring in Ekstrom Library at the University of Louisville as a case study, this paper examines the review process, organizational restructuring, and focus on scaling services that resulted in a new service model. Findings This study found that scaling services as applied to IT and business organizations is also valuable as an approach in enhancing library services to online students. Changing user needs must be correlated with available organizational resources and technological solutions to deliver appropriate services. Modifying and building services with a goal of scaling them to appropriate levels will enhance library outcomes. Research limitations/implications Other case studies concerned with responding to changing student expectations and scaling services and organizational resources would be useful to add to these findings. Originality/value The perspectives and approach described in this case study will be instructive for adapting library services to changing user environments.

Media portrayals of older employees: a success story?

2014 ◽  
Vol 27 (4) ◽  
pp. 583-597 ◽  
Author(s):  
Martine van Selm ◽  
Beatrice I.J.M. Van der Heijden
Keyword(s):  
Mass Media ◽  
Older Workers ◽  
Longitudinal Research ◽  
Empirical Studies ◽  
Empirical Work ◽  
Corporate Communication ◽  
Content Type ◽  
Media Portrayals ◽  
Older Employees ◽  
Age Related

Purpose – The purpose of this paper is to provide an analysis of how portrayals of older employees in mass media messages can help combating stereotypical beliefs on their employability. Design/methodology/approach – The authors conducted a systematic review of empirical studies on mass media portrayals of older employees in order to show what these reveal about the ways in which their employment status, occupation, job type, or work setting is portrayed. The approach builds upon theory on media portrayals, media effects, and stereotypes of older workers’ employability. Findings – This study shows that older employees in media portrayals, when present at all, are relatively often shown in higher-level professional roles, herewith overall, depicting an image that is positive, yet differs from stereotypical beliefs on their employability that are prevalent in working organizations. Research limitations/implications – Further empirical work is needed to more safely conclude on the prevalence of age-related portrayals of work and employment in mass media. In addition, longitudinal research is called for in order to better understand the possible causes for the way in which older employees are portrayed, as well as effects of age-related stereotyping in mass media and corporate communication outlets over time. Practical implications – This research sparks ideas about how new portrayals of older employees in mass media and corporate communication outlets can contribute to novel approaches to managing an aging and multi-generational workforce. Social implications – This study shows how working organizations can make use of the positive and powerful media portrayals of older employees, in order to activate normal and non-ageist behaviors toward them, and herewith, to increase their life-long employability. Originality/value – This study highlights the role of media portrayals of older employees in combating stereotypes about their employability.

Career success of older workers: the influence of social skills and continuous learning ability

2015 ◽  
Vol 34 (9) ◽  
pp. 1113-1133 ◽  
Author(s):  
Sophie Hennekam
Keyword(s):  
Social Skills ◽  
Older Workers ◽  
Career Success ◽  
Career Satisfaction ◽  
Learning Ability ◽  
Continuous Learning ◽  
Structured Interviews ◽  
Content Type ◽  
Mixed Methods Approach ◽  
Older Employees

Purpose – The purpose of this paper is to examine the influence of the competencies social skills and continuous learning ability on career success and career satisfaction among workers aged 50 or over. Design/methodology/approach – A mixed methods approach consisted of 920 surveys and 11 semi-structured interviews with working individuals aged 50 or above, registered at a job agency specialized in older employees in the Netherlands. Multiple regression and content analysis were used to analyze the findings. Findings – The survey showed a positive relationship between the competencies and career success and career satisfaction However, the interviews revealed that not all older workers perceived the need to continuously stay up-to-date as positive, pushing them into retirement. Originality/value – The influence of competencies on career success and career satisfaction of older workers has received only little attention from researchers.

scholarly journals Fading away at work: “I could have left without saying anything” – performing talent management in a multinational organization

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nanna Gillberg ◽  
Ewa Wikström
Keyword(s):  
Older Workers ◽  
Single Case ◽  
Talent Management ◽  
Skilled Workers ◽  
Multinational Organization ◽  
Content Type ◽  
Younger Workers ◽  
The Relationship ◽  
Two Sides

PurposeThis study was undertaken in order to show how talent management (TM) was performed in practice in a multinational organization as well as how the TM practices affected both different groups of workers and the perception of talent within the organization.Design/methodology/approachPerforming talent management was reassessed in the relationship between TM practices, view and identification of talent, attributed positioning and self-positioning of older and younger workers; retrieved from an exploratory single case study in a multinational organization, based on interviews.FindingsThe findings illustrate that despite the struggling to fill key positions with skilled workers, the studied organization adopted approaches to TM that excluded older workers' talent. First, central to performing TM was how talent was viewed and identified, and second, two types of positioning acts were important: the organizations (re)producing of talent management through attributive positioning acts on older/younger workers and older workers' self-positioning of their own talent. The two sides of performing talent management were complex and intertwined resulting in an age-based devaluation of talent at work.Practical implicationsThe study points to important issues in designing and performing TM that may be useful to HR and managers as a point of departure in the development of more inclusive approaches to TM.Originality/valueThe concept “performing talent management” was developed as an intertwined relationship between on-going positioning acts and (re)production of status, talent and age at work; recognizing preferences of what was viewed and identified as valued talent as main drivers made it possible to develop an understanding of exclusion and inclusion mechanisms in performing TM.

Informal learning and work engagement among older workers

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Informal Learning ◽  
Work Engagement ◽  
Older Workers ◽  
Design Methodology ◽  
Content Type ◽  
Older Employees ◽  
Younger Workers ◽  
Firm Success ◽  
Key Skills ◽  
Pertinent Information

Purpose Transfer of key skills and knowledge between older and younger workers remains vital for ongoing firm success. The effectiveness of this process can be increased when organizations provide opportunities for informal learning that serve to heighten levels of work engagement among older employees. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Transfer of key skills and knowledge between older and younger workers remains vital for ongoing firm success. The effectiveness of this process can be increased when organizations provide opportunities for informal learning that serve to heighten levels of work engagement among older employees. Originality/value The briefing saves busy executives and researchers’ hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Managers’ perceptions of older workers in British hotels

2014 ◽  
Vol 33 (1) ◽  
pp. 54-72 ◽  
Author(s):  
Andrew Jenkins ◽  
Jill Poulston
Keyword(s):  
Older Workers ◽  
Predictive Analytics ◽  
Hotel Industry ◽  
Small Sample ◽  
Ageing Population ◽  
Content Type ◽  
Older Employees ◽  
The North ◽  
Hotel Managers ◽  
Hotel Workers

Purpose – The purpose of this research paper is to identify the perceptions and stereotypical views of hotel managers to older employees in the British hotel industry, with a focus on the north of England, and to determine the equal opportunities policies and practices of hotels in relation to older workers and the types of jobs deemed suitable or not suitable for older employees. Design/methodology/approach – The method used in this exploratory study was a survey incorporating a postal questionnaire. The questionnaire was sent to 144 hotel managers in hotels with a minimum of 20 bedrooms in the north of England. In all, 36 completed questionnaires were returned. Data were analysed using Predictive Analytics Software (PASW). Findings – The results of the survey clearly point to hotel managers having overwhelmingly positive views of older workers (confirming the findings of Magd's, 2003 survey), although some managers did age-stereotype certain jobs as being not suitable or suitable for older hotel workers. Research limitations/implications – The principal limitations concern the use of a questionnaire to measure the attitudes of hotel managers, the use of a non-probability sampling technique and the relatively small sample size. Practical implications – Given the UK's ageing population and labour shortages in the hotel industry, it is important that hotel managers address negative stereotypical views of older workers and the jobs deemed suitable for these workers. Originality/value – As the hotel industry is a major contributor to employment in the UK, a lack of empirical data on managers’ perceptions of older hotel workers is a significant omission that this paper seeks to redress.

Digital native or digital immigrant? Using intraorganizational resources to develop technological competence among older employees

2017 ◽  
Vol 31 (2) ◽  
pp. 8-9
Author(s):  
Robert D. Evans
Keyword(s):  
Older Workers ◽  
College Graduates ◽  
Cost Savings ◽  
Technological Knowledge ◽  
Content Type ◽  
External Resources ◽  
Internal Resources ◽  
Older Employees ◽  
Technological Competence ◽  
Employee Relationships

Purpose The purpose of this viewpoint article is to demonstrate that firms can utilize intraorganizational resources to aid in helping older workers become technologically competent. Through the use of these intraorganizational resources, firms can benefit from the transfer of technological knowledge between younger and older workers. A further benefit is cost savings associated with utilization of internal as opposed to external resources. Design/methodology/approach This paper is a viewpoint article which demonstrates and raises awareness of some elementary internal resources which can aid in the development of older workers’ technological competence. Findings There exists a marked difference between younger and older workers and the associated technological competence of each. Implementing a mentoring process which matches recent college graduates or younger workers, digital natives, with older workers, digital immigrants, who are either returning to the workforce or transitioning to jobs which require technological skills, can aid in knowledge transfer of proprietary and public software programs and has the potential to lead to improved employee relationships. Originality/value This paper addresses the development and utilization of internal as opposed to external resources in aiding older workers gaining technological competence. These workers may be returning to the workforce or transitioning to jobs which require more technological knowledge, and, by providing a system to support this transition, both, firms and employees can benefit.

The impact of age on innovation

2015 ◽  
Vol 38 (4) ◽  
pp. 404-420 ◽  
Author(s):  
Richard A Parsons
Keyword(s):  
Older Workers ◽  
Content Type ◽  
Older Employees ◽  
Human Resource Department ◽  
Age Diversity ◽  
Independent Variable ◽  
The One ◽  
The Individual ◽  
The Cost ◽  
The Impact

Purpose – This paper aims to develop a model of individual innovation based on an employee’s innate propensity to innovate and the specific costs and benefits expected to the individual from the innovation. This model is then used to study the way an employees’ age will impact innovation. Design/methodology/approach – This paper proposes variables which drive an individual’s innovative behavior based on a literature review. This theoretical model is then maximized to show how age drives an employees’ innovation output in three ways. A small survey is used to substantiate the theory. Findings – In this model, the age of the employee becomes an important independent variable with negative elements associated with both the cost and benefit the employee will receive from their innovation efforts. However, age will be positively associated with an employee’s ability to implement and capitalize on their innovation. Practical implications – Firm’s must pay attention to the career life cycle of their employees. The human resource department must take on the task of focusing on delivering the programs needed to support older employees’ particular needs relative to producing innovation. Social implications – As the Western workforce ages, considerations for dealing with older workers and age diversity will become more important. Models such as the one developed in this paper will be important for understanding and managing the changing workforce. Originality/value – This model develops a theory of how age can impact an employee’s innovation in three specific ways that have not previously been addressed in the literature. This model also proposes an explanation for surprising results found in several prior studies.

Older employees and technology use

2017 ◽  
Vol 31 (5) ◽  
pp. 36-38
Keyword(s):  
Technology Use ◽  
Older Workers ◽  
Content Type ◽  
Older Employees ◽  
Significant Barrier ◽  
E Learning ◽  
Future Intention ◽  
Pertinent Information ◽  
Perceived Complexity ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Age is widely regarded as a significant barrier to technology adoption. Older employees are negatively stereotyped as lacking the necessary motivation and capabilities needed to embrace things such as e-learning. However, evidence suggests that perceived complexity, learning authenticity, and availability of technical support could be more influential than age when it comes to acceptance of such technologies and future intention to use them. Scope, therefore, exists to increase engagement with e-learning among older workers if organizations address concerns associated with these factors. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

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