What can we do to Attract and Retain Young People to our Company as we Find it Difficult to Attract Employees at all Levels?

Question: As the workforce ages we are finding it a challenge to recruit new employees at all levels. So our question involves what can we do to attract and retain young people to our company? We have some insight into how to attract employees but where we would like your help is how to design our work and career paths to maintain the employees

Highly skilled with time on their handsbest practices for using the newly retired in volunteering

Includes bibliographical references

Wisdom at Work: The Importance of the Older and Experienced Nurse in the Workplace

Focuses on promising strategies and opportunities for retaining experienced nurses, one of many approaches the authors recommend to alleviate the current nurse shortage crisis

Will Employers Want Aging Boomers?

Explores the status quo of older workers; why baby boomers are likely to work longer; and how changes in needed skills, the characteristics of older workers, and labor force growth will affect demand for older workers. Includes policy recommendations

The impact of generational differences on the workplace

Purpose – The aim of this paper is to explore workplace implications of the changing workforce demographic. Design/methodology/approach – The author identifies the different generations in today's workforce. The workplace expectations of the different generations are explored. Findings – Corporate real estate (CRE) managers need to establish the different needs of the different generations. In addition, the CRE manager needs to create an environment that allows all generations to coexist in the same workplace. Practical implications – CRE managers can use the information to assist in alignment of their workplace to the different generational expectations of the workforce. Originality/value – The paper fills a void by evaluating office occupiers' workplace preferences based on age.</p

What are the Best Practices to Groom Gen Y\u27ers in an Organization?

It had been debatable whether Gen Y workers really deserve more of companies’ attention or is it better to let them just grow up (Appendix 3). However, it is axiomatic that Gen Y is nearly as large as the baby boomer generation and is expected to have nearly as big an impact on business and society. By 2020, nearly half (46 percent) of all U.S. workers will be Gen Y. Not surprisingly, business leaders are realizing this generation’s unique competencies and perspective, and employers are looking for ways to harness their strengths through new style of development and training programs. This paper will provide examples of what leading-edge organizations are doing to leverage this generation’s strengths and to integrate them into a multi-generational workforce

Second Wind: Workers, Retirement, and Social Security

In this report, Second Wind: Workers, Retirement, and Social Security, we hear from American workers about how they view retirement in our new economy, what they hope for -- and what they fear. Workers describe a vision that is not the work-free retirement for which their parents long. Rather, it is a work-filled retirement focused on fulfilling personal goals and contributing to the economy and to society. The survey finds that workers expect little support or help from government or employers in surmounting the barriers they face to their vision of a successful retirement. Workers express tepid support for corporate pension and retirement plans, and little confidence in Social Security and Medicare. In evaluating the Presidential candidates and their positions on Social Security and retirement, workers are remarkably unimpressed. Still, while Americans are willing to go it alone into old age, they hold out hope for change, for government and employers to step up their efforts to address the needs and desires of an aging workforce

Disability management: Key concepts and techniques for an aging workforce

The aging workforce is likely to result in increasing numbers of workers with disabilities. The U.S. Census Bureau projects that the 45-54 and 55-64 year-old population in the United States will grow by nearly 44.2 million (17%) and 35 million (39%) in the next ten years (U.S. Census Bureau, 2004). By the year 2010, this group will account for nearly half (44%) of the working age population (20-64), and the number of people with disabilities between the ages of 50 and 65 will almost double (Weathers, 2006). Disability management and accommodation policies and practices readily lend themselves to addressing the challenges employers will face with an aging workforce, and the increasing prevalence of disability which these demographics bring. Proactive education about ways to maximize the productivity of an aging workforce, effective case management, and workplace accommodation can significantly contribute to maximizing aging worker retention