This book examines the phenomenon of the "knowledge vacuum" that is occurring in the business world as experienced Baby Boomers retire or leave the workplace and take with them their soft skills, practical knowledge, and business acumen. By examining various aspects of this phenomenon the authors provide a practical guide for capturing and retaining Baby Boomers' advanced skills and expertise before they retire so that knowledge can be transferred to Gen X and Y employees. This book examines methods for assessing a company's knowledge gaps and creating a knowledge transfer and storage plan. Readers will find scenarios, case studies, tips, templates and checklists that will help managers capture and retain intellectual capital as Baby Boomers leave the workplace.

Explore the latest edition of an authoritative resource on professional and educational mentoring In the newly revised Third Edition of The Mentor’s Guide: Facilitating Effective Learning Relationships, veteran mentoring experts Lois J. Zachary and Lisa Z. Fain deliver a thoughtful and rich exploration of the critical process of mentoring. The book offers practical tools for facilitating the mentoring experience from beginning to end. In addition to walking you through the four phases of mentoring—preparing, negotiating enabling growth, and coming to closure—this important book provides: Brand-new content on diversity, inclusion, and equity, as well as tools to enhance virtual mentoring relationships The ethics of mentoring, including how to handle common ethical pitfalls and mistakes Hands-on worksheets and exercises to facilitate the mentoring and learning process Perfect for leaders, managers, and educators, in any career or professional setting, The Mentor’s Guide is an indispensable tool to help navigate your learning and mentoring journey.

There is no end in sight as the Fourth Industrial Revolution becomes more prevalent across the world. Artificial intelligence (AI) is making it imperative that machines and technology be integrated within the workplace. As the workforce ages, there has to be a way to acquire the tacit and explicit knowledge of these workers. The fields of human resource development and workforce development must lead in efforts to train and develop these workers for continuous technological change. Strategies for Attracting, Maintaining, and Balancing a Mature Workforce is an essential reference source that examines efforts for engaging, retaining, and utilizing an aging workforce in a workplace that is increasingly becoming more technology-centered and provides reskilling and upskilling strategies to address the skills gaps. The title compiles vital human resource and workforce development strategies that assist these professionals with helping all employees at all levels within the workforce attain work, keep their jobs, and grow in their development to assist others. Featuring research on topics such as organizational culture, career learning, and agile workforce, this book is ideally designed for managers, executives, recruiters, hiring professionals, managing directors, human resources professionals, business researchers, industry professionals, academicians, and students.

Perhaps more than ever before, young people entering the workforce are searching for meaning and authenticity in their careers. This book helps managers understand the postmodern worldview held by generation Z and younger millennials, how it influences their behaviour at work, and how they want to be led in the workplace. Karl Moore takes a practical and down-to-earth approach to understanding what drives millennials and generation Z and how the education system they were brought up in has informed their worldview. Based on hundreds of interviews conducted with under-thirty-year-olds across Canada, the United States, Japan, Iceland, the United Kingdom, and elsewhere, as well as interviews with executives to gain their perspectives on changing dynamics in the workplace, Generation Why provides a thorough study of these generations’ ideas about truth, hierarchy, and leadership. Focusing on listening, purpose, reverse mentoring, feedback, and how people relate to each other in the workplace, Generation Why provides the essential tools for effectively working with millennials and generation Z and unlocking their full professional potential.

The communication and technology revolution presents each age group of adults with new expectations for learning. This book describes how education for young adults (20 to 40 years of age), persons of middle age (40 to 60 years of age) and older adults (age 60 +) can be differentiated to fulfill changing role demands emerging in response to social transformation. Developmental tasks for a society of longevity are defined including why youth should be seen as essential sources of learning for adults. Themes for each generation are school, work, family, and personal identity. The way to ensure consideration of cultural evolution and cultural preservation is for intergenerational communication to become a common obligation. Reliance on age-segregated communication is popular and comfortable because peer conversations have greater agreement and less uncertainty. However, this practice prevents reflection on views regarded as important by other age groups. When greater amounts of time are devoted to intergenerational dialogue, the usual outcomes are reciprocal learning, mutual respect, and harmony. This book identifies and elaborates the conditions of learning needed to motivate an age-integrated society. This book is for several audiences. Faculty and students studying development will find insights on learning at successive ages. Counselors will learn about client needs across the full age range of adulthood. Social service providers will recognize transition in family relationships. Nurses and administrators will discover ways to help assisted living residents maintain mental abilities and build social networks. General readers will understand ways to improve life for relatives, friends, co-workers, and themselves.

The dangers of age segregation and the benefits of age integration are examined. Each generation should be recognized as an essential source for learning. Harmony will increasingly depend on general awareness of how other age groups interpret events, respect for values that guide their behavior, responsiveness to their needs and concerns, consideration of their criticisms and solutions, and acknowledgement of their contributions. This book describes: (a) personality assets and mental abilities to focus learning at each stage of development; (b) obstacles to anticipate and overcome; (c) a rationale to make reciprocal learning common; (d) research findings which identify generational learning needs; and (e) benefits of providing lifelong education. Six stages are explored: infancy and early childhood (birth-age 6); middle and later childhood (ages 6-10); adolescence (ages 10-20); early adulthood (ages 20-40); middle adulthood (ages 40-60); and older adulthood (age 60+). Some outcomes of lifelong learning include self-control, patience, integrity, resilience, persistence, problem solving ability, acceptance of criticism, and generativity. The intended audiences for this book are professionals working with individuals and families.

This book presents selected theoretical and empirical papers from the 26th and 27th Eurasia Business and Economics Society (EBES) Conferences, held in Prague, Czech Republic, and Bali, Indonesia. Covering diverse areas of business and management in various geographic regions, it addresses a range of current topics, such as human resources, management, SMEs and marketing. It also includes related studies that analyze management and marketing aspects, e.g. workplace learning, gamification in business, resilience and entrepreneurship, the use of IT tools in small businesses, and dynamic marketing capabilities in an intercultural environment.