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Workforce Crisis: How to Beat the Coming Shortage of Skills And Talent Hardcover – April 4, 2006
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About the Author
Ken Dychtwald, PhD, is founding President and CEO of Age Wave, a firm focused on the maturing workforce, and the author of twelve books. Tamara Erickson is an executive officer and member of the board of directors for The Concours Group, a management consulting, research, and education firm. Robert Morison is an executive vice president and the Director of Research of The Concours Group. The authors' Harvard Business Review article, "It's Time to Retire Retirement," won the 2004 McKinsey Award.
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Readers will greatly appreciate the authors' no-nonsense approach to real-world issues. Their observations are based on extensive research and their recommendations are both practical and do-able. The provision of various case studies is a substantial value-added benefit. It is instructive to see how various organizations have either avoided or satisrfactorily resolved the "workforce crisis" each faced. There are two other books which should be read in combinbation with this one: Leigh Branham`s The 7 Hidden Reasons Employees Leave: How to Recognize the Subtle Signs and Act Before It's Too Late and Bradford Smart's Topgrading: How Leading Companies Win by Hiring, Coaching, and Keeping the Best People (Revised and Updated Edition).
Part 1 - The Management Challenges of Changing Workforce Demographics: The Coming Shortage of Skills and Labor; The Diverse and Demanding New Workforce
Part 2 - The Three Worker Cohorts and How to Engage Them: The Needs and Capabilities of Mature Workers; The End of Retirement; The Needs and Frustrations of Midcareer Workers; The Relaunch of Careers; The Needs and Attitudes of Young Workers; The Retention of Talent
Part 3 - The New Employment Deal and How to Shape It: Flexible Work Arrangements; Flexible Learning Opportunities; Flexible Compensation and Benefits
Part 4 - Management Practices for the New Workforce: Meaningful Work and Engaged Workers; The Manager's Agenda for Change
Readers' Discussion Guide; Notes; Acknowledgements; Index; About the Authors
The authors don't paint a very encouraging picture of the American workforce. For instance, the baby boomer generation is getting much older, and many are starting to approach retirement. You'll either lose them to retirement, or they'll want to work less than full time. There is also a shortage of younger workers who have the necessary education and skills to allow today's company to compete effectively on the world stage. A company's ability to train workers becomes ever more important. And if that's not enough, the typical workforce is made up of a diverse range of cultures and nationalities. No longer is it possible to have a company full of people who share the same background and value system. If you don't accommodate those differences, you'll self-destruct.
But all is not lost... If a company is willing to start changing their hiring practices as well as their benefit systems, it will be possible to find and retain quality staff. Realize that mature workers shouldn't be put out to pasture as being past their prime. The reality is that they are experienced and still motivated to work. Workers in the midst of their careers need to be able to manage their personal lives (like kids) with the flexibility of their work environment. Younger workers don't want to be given cursory training or spend forever before they can contribute. They're looking for meaningful careers, and they'll go wherever they can find it. There is plenty of material in this book (well documented, too) on how a company can structure itself to adapt to the realities of today's landscape. The practices of the last 25 years won't cut it...
Workforce Crisis should be on the reading list of anyone responsible for managing an organization's staff. If you're not already dealing with these new realities, you soon will be...