Never too old to work: managing an age diverse workforce

2020 ◽  
Vol 19 (3) ◽  
pp. 117-122
Author(s):  
Steve Butler
Keyword(s):  
Older Workers ◽  
Design Methodology ◽  
Team Member ◽  
Content Type ◽  
Team Members ◽  
Diverse Workforce ◽  
Elderly Parents ◽  
Younger Workers ◽  
Huge Impact ◽  
Changing Demographics

Purpose Setting the scene of a workforce that is living and working longer. Changing demographics are going to have a huge impact on the workplace and businesses need to get ahead of the curve. Design/methodology/approach Age stereotyping is one of the biggest issues faced by companies today. Companies need to focus on recruiting and retaining people based on their ability and capabilities, not their age. Findings In an intergenerational team, the team members are not artificially defined or divided by age; it is their talent that is important. Employers must recognize the unique skills and experiences each team member brings. Originality/value The expectation of flexibility among younger employees is now ingrained. If businesses want to recruit and retain younger workers, they must embrace this way of working. Flexibility is just as important for older workers, especially those with caring responsibilities (children or elderly parents.) Employers need to adapt their benefits package to appeal to all.

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.

Perceived qualities of older workers and age management in companies

2015 ◽  
Vol 44 (5) ◽  
pp. 801-820 ◽  
Author(s):  
Andrea Principi ◽  
Paolo Fabbietti ◽  
Giovanni Lamura
Keyword(s):  
Older Workers ◽  
Early Retirement ◽  
Design Methodology ◽  
Factor Analyses ◽  
Content Type ◽  
Younger Workers ◽  
Management Policies ◽  
Hr Managers ◽  
Italian Context ◽  
Practical Implications

Purpose – To explore whether the ages of human resources (HR) managers has an impact on their perceptions of the qualities/characteristics of older and younger workers (i.e., manager attitudes) and on the implementation of age management initiatives to the benefit of older workers (i.e., manager behaviors). The paper aims to discuss this issue. Design/methodology/approach – Based on theories concerning the origins of stereotypes and the concept of “in-group bias”, three hypotheses were tested on a sample of HR managers from 516 Italian companies extracted from the Gfk Eurisko database by using factor analyses and bivariate and multivariate tools. Findings – The age of an HR manager seems to influence his/her attitudes towards older and younger workers, because HR managers judge workers of a similar age to them more positively. In contrast, the age of an HR manager does not seem to play a particular role in the implementation of age management initiatives. In the companies considered, however, there is a tendency to adopt early retirement schemes when the HR managers concerned are younger, while in general there is a tendency to implement age management initiatives and show a greater appreciation of older workers in larger companies. Practical implications – The implementation of age management initiatives to the benefit of older workers may improve HR managers ' perceptions of those workers ' positive qualities. Furthermore, specific training may help HR managers recognize that both younger and older workers have useful albeit different strengths. Originality/value – This study provides new empirical evidence from the Italian context on the largely under-investigated issue of the role played by age in shaping HR managers ' attitudes towards older workers, and age management policies in particular.

How staff experience teamwork challenges in a new organizational structure

2016 ◽  
Vol 22 (7/8) ◽  
pp. 415-427 ◽  
Author(s):  
Mette Sandoff ◽  
Kerstin Nilsson
Keyword(s):  
Organizational Structure ◽  
Design Methodology ◽  
Team Member ◽  
Qualitative Approach ◽  
Team Work ◽  
Leadership Qualities ◽  
Content Type ◽  
Team Members ◽  
Individual Interviews ◽  
Working Together

Purpose This study aims to explore challenges arising from the development of teamwork in a new organizational structure, based on the experiences of the staff involved. Design/methodology/approach An explorative and qualitative approach was used, with individual interviews as the data collection method. These interviews were analyzed using qualitative and interpretative analysis with a modified editing style. Findings The results describe how the lack of essential organizational prerequisites for teamwork and the absence of the leadership qualities needed to facilitate teamwork contribute to difficulties in working in a team-orientated way. Shortage of information among the team members and few scheduled meetings signify insufficient coordination within the working team. Without a team leader who can keep things together, read the team members’ needs and support and guide them, team work is difficult to uphold because the members will need to seek support elsewhere. Assumed synergies from working together as team member experts will be thwarted. Originality/value This study contributes knowledge about the difficulties in creating team-orientated cooperation in a new organizational structure when leadership as well as structures and processes supporting team work are absent. The challenges described are drawn from the experiences of the staff concerned, providing insights to form a basis for theoretical and practical discussion.

Towards a taxonomy of intergenerational knowledge transfer practices

2018 ◽  
Vol 25 (2) ◽  
pp. 81-91
Author(s):  
Kerstin Kuyken ◽  
Mehran Ebrahimi ◽  
Anne-Laure Saives
Keyword(s):  
Knowledge Transfer ◽  
Comparative Study ◽  
Design Methodology ◽  
Qualitative Case Study ◽  
High Tech ◽  
Content Type ◽  
Case Study Design ◽  
Younger Workers ◽  
Intergenerational Knowledge

Purpose This paper aims to develop a better understanding of intergenerational knowledge transfer (IKT) practices by adopting a context-related and comparative perspective. Design/methodology/approach A qualitative case study design involving 83 interviews and non-participative observation in German and Quebec organizations has been chosen. Findings Two distinctive archetypes of IKT emerge from both national contexts: “we-individualizing” (Germany) and “I-connecting” (Quebec), leading to an eightfold taxonomy of IKT practices. Research limitations/implications This research is limited to young and senior workers and to high-tech sectors. Originality/value Comparative and inductive study of IKT, adaptation of IKT practices to national contexts, retaining younger workers. This inductive and comparative study allows a better adaptation of IKT practices to national contexts and therefore a better retention of younger workers.

How do employers think about older workers?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Hila Axelrad ◽  
Alexandra Kalev ◽  
Noah Lewin-Epstein
Keyword(s):  
Older People ◽  
Thematic Analysis ◽  
Older Workers ◽  
Design Methodology ◽  
Age Discrimination ◽  
Retirement Age ◽  
Structured Interviews ◽  
Content Type ◽  
Pension Income ◽  
Significant Barrier

PurposeHigher pensionable age in many countries that are part of Organization for Economic Co-operation and Development (OECD) and a shrinking pension income force older people to postpone their retirement. Yet, age-based discrimination in employers' decisions is a significant barrier to their employment. Hence, this paper aims to explore employers' attitudes regarding the employment of workers aged 60–70, striving for a better understanding of age discrimination.Design/methodology/approachThe authors used a thematic analysis of semi-structured interviews with 30 managers, experts and employees in retirement age in Israel.FindingsFindings reveal a spectrum of employers' attitudes toward the employment of older workers. The authors' analytical contribution is a conceptual typology based on employers' perceived ability to employ older workers and their stated attitudes toward the employment of older workers.Social implicationsThe insights that emerge from this research are fundamental for organizational actors' ability to expand the productive, unbiased employment of older workers.Originality/valueBy understanding employers' preferences and perspectives and the implications on employers' ability and/or willingness to employ older workers, this research will help policymakers formulate and implement policy innovations that address these biases.

How preferences for types of appreciation differ across employee age groups

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Paul White ◽  
Gene George
Keyword(s):  
Design Methodology ◽  
Positive Impact ◽  
Age Groups ◽  
Organizational Leaders ◽  
Human Resource Professionals ◽  
Content Type ◽  
Team Members ◽  
Older Employees ◽  
Post Hoc ◽  
Employee Age

Purpose Organizational leaders and human resource professionals affirm that to have (and keep) an effective workforce, understanding one’s employees is critical. Thus, understanding the differences between employees of different age groups is important. Simultaneously, studies have demonstrated the significant positive impact appreciation has on the functioning of organizations. When team members feel truly valued, numerous positive benefits result, including lower staff turnover, less absenteeism, higher customer ratings and greater profitability. Design/methodology/approach Because individuals prefer to be shown appreciation in different ways and prior research has shown some age differences, this study examined how appreciation preferences differ across seven employee age groups. Over 190,000 individuals completed an online assessment based on the five languages of appreciation, which identifies employees’ preferred ways of receiving appreciation. The respondents were separated into seven age groups, from 19 years old and younger to 70 years old and above. Findings The results of an analysis of variance found that there were significant differences across groups. Although the patterns of preferences were largely the same across many groups, post hoc analyses found both the youngest and oldest age groups differed from employees in their 30s with regards to their desire for quality time. Additionally, older employees were extremely low in their desire for tangible gifts. Originality/value As the proportion of employees shifts from older to younger groups of employees, these results raise important implications for organizations’ approaches regarding how appreciation and other motivators should be adjusted for different groups of employees.

Publishing quantitative careers research: challenges and recommendations

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Bert Schreurs ◽  
Angus Duff ◽  
Pascale M. Le Blanc ◽  
Thomas H. Stone
Keyword(s):  
Design Methodology ◽  
Team Member ◽  
Research Question ◽  
Editorial Team ◽  
Board Members ◽  
Decision Making Process ◽  
Cross Sectional ◽  
Content Type ◽  
Insight Into

Purpose This article aims to provide prospective authors guidelines that will hopefully enable them to submit more competitive manuscripts to journals publishing careers research.Design/methodology/approach Based on their experience as an author, reviewer and editorial team member, the authors identify the main criteria that a quantitative study must meet to be considered for publication in international peer-reviewed journals covering career-related topics. They emphasize the importance of contributing to the careers literature and of designing the study in accordance with the research question.Findings Manuscripts are rejected because they are insufficiently innovative, and/or because sample, instruments and design are not appropriate to answer the research question at hand. Cross-sectional designs cannot be used to answer questions of mediation but should not be discarded automatically since they can be used to address other types of questions, including questions about nesting, clustering of individuals into subgroups, and to some extent, even causality.Originality/value The manuscript provides an insight into the decision-making process of reviewers and editorial board members and includes recommendations on the use of cross-sectional data.

“Fuller” or “extended” working lives: a critical commentary

2014 ◽  
Vol 15 (4) ◽  
pp. 237-240 ◽  
Author(s):  
Chris Phillipson
Keyword(s):  
Older Workers ◽  
Design Methodology ◽  
Labour Force ◽  
Working Life ◽  
Critical Assessment ◽  
Older Worker ◽  
Content Type ◽  
Working Lives ◽  
Critical Commentary ◽  
Practical Implications

Purpose – The purpose of this paper is to, first, provide some background to the treatment of older workers; second, highlight the distinction between a “fuller” and an “extended” working life; third, note the importance of separating out different groups within the category “older worker”; finally, identify areas for action to suppose those now facing working into their 60s and beyond. Design/methodology/approach – Commentary paper analysing development of policies towards older workers. Findings – This paper identifies problems implementing policy of extending working and provides various areas of action to support older workers. Research limitations/implications – This paper suggests extending work unlikely to be achieved without ensuring greater security for older workers. Practical implications – Importance of developing more support for older workers. Social implications – Challenge of resolving insecurity in the labour force as an impediment to extended working. Originality/value – This paper outlines a critical assessment of current government policy towards older workers.

Mindfulness in the workplace

2018 ◽  
Vol 17 (2) ◽  
pp. 76-80 ◽  
Author(s):  
David S. Karlin
Keyword(s):  
Decision Making ◽  
Work Environment ◽  
Sense Of Community ◽  
Design Methodology ◽  
Mindfulness Practice ◽  
Free Form ◽  
Insurance Company ◽  
Content Type ◽  
Personal Lives ◽  
Team Members

Purpose This study aims to explore how a New Jersey-based, national vision insurance company and a Pennsylvania pharmacy benefits manager have incorporated mindfulness into the workplace. National Vision Administrators (NVA) and BeneCard PBF offer mindfulness to all employees, which has markedly improved productivity and morale, created empathy and stronger teamwork. The practice of mindfulness has been known to enhance results, decision-making skills and empower individuals to thrive under pressure both inside and out of the workplace. Design/methodology/approach To evaluate the benefit of a daily or weekly mindfulness practice, NVA tapped Free Form Minds, a training consultancy specializing in mindfulness, to conduct a series of group trainings and one-on-one sessions. To ensure optimal success and results, Fee Form Minds customized its programs for the companies and individuals they worked with. Findings The findings show team members have reported feeling more energized, with increased levels of concentration and decreased tendency of procrastination. Practicing employees found themselves regularly surpassing their goals while also allowing them to be more present with their families and less stressed at home. Originality/value The practice of mindfulness can help employees reduce stress and be more effective and focused. When utilizing this tool, ongoing, they are more likely to capitalize on their strengths and better handle stress. Incorporating the practice of mindfulness into NVA and BeneCard PBF has created a greater sense of community among employees leading to a more cohesive and happier work environment. Mindfulness has allowed individuals to be more focused, less impacted by stressors and improve both their professional and personal lives.

Building a global training initiative fit for KONE’s diverse workforce

2018 ◽  
Vol 17 (2) ◽  
pp. 91-94
Author(s):  
Samantha Caine
Keyword(s):  
Design Methodology ◽  
Training Programme ◽  
Local Market ◽  
Front Line ◽  
Content Type ◽  
Diverse Workforce ◽  
Course Materials ◽  
The Uk ◽  
Global Training ◽  
Multiple Languages

Purpose Business Linked Teams was tasked with creating a training programme for KONE to transform sales people in various markets to communicate value, differentiate the organisation from its competitors, improve margins and increase orders. Design/methodology/approach Business Linked Teams developed a global solution that is adaptable to local market conditions with case studies, activities and role plays and further course materials developed specifically for each respective front line of sales staff. The programme was also developed to run in multiple languages. The solution comprises two modules that are run approximately six months apart, supported by online learning elements. Findings In the UK, the results nine months post-training were that 72 participants had identified £11,463,378 worth of orders achieved as a result of the skills and processes they were able to use after the training, with £5,044,942 of future orders in the pipeline. Originality/value Business Linked Teams created an original training programme that was tailored to the unique needs of KONE. Each training programme that was created was designed to meet the specific goals of the organisation to ensure that the most effective route possible is taken and to maximise uptake of learning once the programmes have ended.

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