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Managing the Older Worker: How to Prepare for the New Organizational Order Hardcover – August 10, 2010
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1. How this illegal age bias in today's market is far greater than the discrimination that occurred when women and minorities entered the workforce
2. Dispels all of the myths for not employing the older worker (e.g., they do not cost more)
3. Explains why all surviving organizations will need to employ the older worker.
Finally, they provide many examples of organizations who "get it" and what they are doing, and explain four management practices to be incorporated in organizational cultures for productive workforces.
A must read for every leader and HR professional, but also for supervisors and managers (both young and old), and workers of all age groups. The authors have too much research (on white and blue collar jobs, and within and outside of the US) to be ignored.
Organizations like Achieving Results from Change assist organizations to align with their findings and recommendations.
I was particularly impressed with the business case the authors put for employing older workers. For employers, the authors' extensive analysis of various research studies, is well described to define just what an older worker can bring to the workplace and how organisations really do need them. For instance, the things that older workers have in abundance - interpersonal skills and highly tuned cognitive ability - have increased in need in the workplace over recent decades by 36% and 35% respectively.
This book is timely. The average age of workers is getting older. Employers and indeed as the authors point out, governments need to be aware of not only what the older worker can bring to the workplace, but also how to best manage this growing workforce segment.
The book is well written with sufficient scenarios and short cases to show just how the authors' suggestions have or are, working in practice.
It's hard to find fault with this book. If I had to find one, I'd say that there is so much good information here about the older worker, that it takes a while to get through it all.
However, if you are an HR, L&D person or someone charged with employing, deploying, developing and training your organisation's people, this book is a must read. Highly recommended.
Bob Selden, author What To Do When You Become The Boss: How new managers become successful managers
Of special interest to me is a role reversal in the workplace that is without precedent. It creates unique challenges to which Cappelli and Novelli refer in this excerpt from their Preface: "To oversimplify, younger managers don't really know how to manage older workers - and older workers don't know how to get what they need from their younger managers." They recommend a different approach, o0ne they explain during the course of their rigorous and insightful examination of what they characterize as of a neglected dimension of diversity."
They address issues associated with business challenges such as these:
o The defining (and unique) characteristics of "the older worker phenomenon"
o Various myths about older workers...and what in fact is true
o The nature of "new business realities" that must be accommodated
o The case for older workers
o How to confront ageism effectively
o How to helper younger supervisors
o How to "craft a better deal" for older workers
o How to make an older workforce "work for you"
Here are three excerpts that are representative of the several dozen passages that caught my eye:
"It is certainly true that older individuals use more health care than their younger colleagues. On the other hand, most employers still offer health-care benefits to employees and their [begin italics] dependents [end italics].Read more ›