This volume critically reviews the phenomenon of the aging workforce, adopting an interdisciplinary perspective that examines the challenges raised on an individual, organizational and societal level. Core issues framing the concept of the aging workforce and its consequences are presented by a team of leading contributors from around the world.

The workforce is aging as people live longer and healthier lives, and mandatory retirement has become a relic of the past. Though workforces have always contained both younger and older employees the age range today has expanded, and the generational g

Executives today recognize that their firms face a wave of retirements over the next decade as the baby boomers hit retirement age. At the other end of the talent pipeline, the younger workforce is developing a different set of values and expectations, which creates new recruiting and employee retention issues. The evolution from an older, traditional, highly-experienced workforce to a younger, more mobile, employee base poses significant challenges, particularly when considered in the context of the long-term orientation towards downsizing and cost cutting. This is a solution-oriented book to address one of the most pressing management problems of the coming years: How do organizations transfer the critical expertise and experience of their employees before that knowledge walks out the door? It begins by outlining the broad issues and providing tools for developing a knowledge-retention strategy and function. It then goes on to outline best practices for retaining knowledge, including knowledge transfer practices, using technology to enable knowledge retention, retaining older workers and retirees, and outsourcing lost capabilities.

"The forces driving the first decades of the 21st century--globalization, technology, and unprecedented wealth mixed with jarring economic instability--are pushing the day of retirement later and later in life. The era of the aging worker is here. From the rice paddies of Japan to the heart of the American rust-belt, veteran international correspondent Joseph Coleman takes readers inside the lives of aging workers, exploring the factories, offices, and fields where they toil and the societies in which they live, giving the reader a front-row seat to the global older worker revolution. Profiles of individuals bring to life Coleman's exploration of how the United States--along with many countries around the world--deal with the rise of aging workforces. Throughout these stories, the author gives advice on how societies can best benefit from and assist their increasingly older population. Readers will come to know: --Michel Wattree, a retired French trucker who has found a second life as an elementary school bus driver and still nurses dreams of driving America's storied Route 66. --The aging crew of Japan's Yamashita Kogyosho, where for half a century they have crafted the world's fastest trains with their bare hands and hammers, exemplifies Japan's adaptive employment strategies that have helped the country deal with one of the oldest demographic compositions in the world. --Rita Hall, an unemployed hospital worker from Akron, Ohio, who hopes that a job training program will save her from spending the rest of her golden years in poverty-a fear shared by many who will far outlive their retirement savings. Amidst the stories of how these works are working hard to adapt, Unfinished Work probes the struggles of companies either unable or unwilling to accommodate the aging of their workforces and the quandaries of governments and policymakers eager to control pension pay-outs to retiring boomers, yet unsure how to keep them on the job. What emerges is a compassionate but clear-eyed portrait of a world in themidst of a slow-motion aging revolution that will have vast consequences for present and coming generations"--

As the first of the nation's 78 million baby boomers begin reaching age 65 in 2011, they will face a health care workforce that is too small and woefully unprepared to meet their specific health needs. Retooling for an Aging America calls for bold initiatives starting immediately to train all health care providers in the basics of geriatric care and to prepare family members and other informal caregivers, who currently receive little or no training in how to tend to their aging loved ones. The book also recommends that Medicare, Medicaid, and other health plans pay higher rates to boost recruitment and retention of geriatric specialists and care aides. Educators and health professional groups can use Retooling for an Aging America to institute or increase formal education and training in geriatrics. Consumer groups can use the book to advocate for improving the care for older adults. Health care professional and occupational groups can use it to improve the quality of health care jobs.

Mirroring a worldwide phenomenon in industrialized nations, the U.S. is experiencing a change in its demographic structure known as population aging. Concern about the aging population tends to focus on the adequacy of Medicare and Social Security, retirement of older Americans, and the need to identify policies, programs, and strategies that address the health and safety needs of older workers. Older workers differ from their younger counterparts in a variety of physical, psychological, and social factors. Evaluating the extent, causes, and effects of these factors and improving the research and data systems necessary to address the health and safety needs of older workers may significantly impact both their ability to remain in the workforce and their well being in retirement. Health and Safety Needs of Older Workers provides an image of what is currently known about the health and safety needs of older workers and the research needed to encourage social polices that guarantee older workers a meaningful share of the nation's work opportunities.

Your organization needs older workers more than ever: They transfer knowledge between generations, transmit your company's values to new hires, make excellent mentors for younger employees, and provide a "just in time" workforce for special projects. Yet more of these workers are reporting to people younger than they are. This presents unfamiliar challenges that--if ignored--can prevent you from attracting, retaining, and engaging older employees. In Managing the Older Worker, Peter Cappelli and William Novelli explain how companies and younger managers can maximize the value provided by older workers. The key? Recognize that boomers' needs differ from younger generations - and adapt your management practices accordingly. For instance: · Lead with mission: As employees age, they become more altruistic. Emphasize the positive impact of older workers' efforts on the world around them. · Forge social connections: Many older employees keep working to maintain social relationships. Offer tasks that require interaction with others. · Provide different benefits: Tailor benefits--such as elder-care insurance programs or discount medication--to older workers' interests. Drawing on research in management, psychology, and other disciplines, Managing the Older Worker reveals who your older workers are, what they want, and how to manage them for maximum value.