Unique in the multiple approaches that it encompasses, this book includes discussions of both older and younger workers, employer and employee perspectives, generational and age diversity and international comparisons. It includes both conceptual argument and empirical research in order to provide insights into this important area.

The volume is divided into two parts. Contributions in the first section raise questions about the meanings of age and age diversity, as well as how and when age matters in organisations. The second part of the book examines the role and contribution of HR practices in forging an age-inclusive workplace.

As the topic of age diversity in the workplace becomes increasingly important, this book is the first to show how organizations can provide learning and development opportunities and activities for a mixed generational workforce, and how to deal with the issues arising from such a strategy. Going beyond the theory, the book uncovers how learning and development for a multigenerational workforce works in practice and provides case studies throughout. Key themes include: • how organizations can determine the learning and development needs of a multigenerational workforce, and the psychology of learning for different groups; • how a strategy for learning and development for a mixed generation workforce can be established and delivered; • the resource implications of this provision and how organisations dealing with them to ensure flexibility; and • how the outcomes and impact of such provision can be measured. With both research-based and practical content, the book is suitable for both Master’s level programmes in HRM and HRD, and for learning and development professionals.

"Vital for any organization with multigenerational staffs, and for marketers, public relations professionals, HRD managers, or executives." Library Journal, Starred Review Gentelligence: The Revolutionary Approach to Leading an Intergenerational Workforce presents a transformative way to end the generational wars once and for all. This book first introduces Gentelligence as a powerful business strategy and shows why it is critical for the future of work. It then presents a practical guide and a call to action for leaders of all ages to unlock the potential strengths of each generation. Readers will learn how an intergenerational workforce can be reframed as a profound business opportunity and discover how Gentelligence can help them win the talent war, create strong, diverse teams, and build adaptable cultures that will flourish in an era of rapid change. Gentelligence shares groundbreaking evidence that will have readers thinking about their generationally diverse workforce in an entirely different way. Readers will discover: Where generational conflict originates, and how it results in both dangerous ageism and reverse ageism in today’s workplaces. Why the generation gap stems from a misunderstanding of shared core values across all generations. How to find essential common ground with colleagues, both older and younger, and recognize the unique needs that come with different generational identities. How generational shaming leads us to view those from other generations as competitors rather than collaborators, further damaging employee engagement, team dynamics, innovation, and organizational culture. How leveraging the unique strengths of each generation at work can lead to a win-win outcome for all. How traditional views on leadership have been turned upside down as a result of new generational dynamics, with many employees currently being led by managers that are younger than themselves, and older leaders struggling to make sense of changing norms around authority and power. Gentelligence reveals the opportunities within an intergenerational workforce and provides actionable tools to help leaders build Gentelligent organizations. Unlike other books on generational leadership, this book rejects common stereotypes assigned to different generations, replacing them with a deep understanding of why those who grew up in different times may behave in unique and valuable, ways. We challenge leaders to go beyond simply accepting generational differences to leverage them proactively to increase engagement, innovation, and organizational success.

Ageless Talent: Enhancing the Performance and Well-Being of Your Age-Diverse Workforce provides organizational leaders, managers, and supervisors with clear, evidence-based tactics by which to develop and manage an aging and age-diverse talent pool. This volume provides an easy-to-implement set of tools for addressing the difficult problems related to employee performance and well-being amid ongoing technological and social change. Ageless Talent introduces a straightforward framework (PIERA) that translates scientific advances into actionable steps and strategies. Using this framework, this book provides practical illustrations to help readers design their own small-scale interventions to achieve desirable goals under diverse organizational constraints. Furthermore, the book addresses modern management challenges arising across the globe, and offers suggestions for leaders interested in short-term and long-term change. These suggestions, grounded in time-tested and leading-edge research evidence, include specific step-by-step guidelines, customizable to different types of organizations and industries. With economic, cultural, technological, and demographic shifts making the changing nature of work a pressing concern for organizations around the globe, Ageless Talent is an essential text for practitioners – HR professionals, organizational leaders, and managers – as well as management education programs and professional training and leadership programs. It will also appeal to instructors and students in the field of industrial/organizational psychology.

This unique volume shows how to tackle the challenges of diversity in the workplace. It addresses the need to keep the workforce engaged while taking into consideration the diverse backgrounds of employees. The book explores 12 themes of workforce diversity and culture, including differences of race, religion, gender, sexuality, income class, education level, marital status, generation/age, physical ability, and more. Focusing on the benefits of engaging a diverse workforce, the volume considers the issue through the different stages of the human resource process, including recruitment, selection, performance appraisal, demand forecasting, supply forecasting, job description and specification, job analysis and evaluation, training and development, career planning and development, succession planning, etc. Employing an abundance of case studies, the volume enables readers to comprehend what it means to have a diverse workforce and how to engage such a workforce for the betterment of the employees as well as the employer. The volume acts as a textbook for courses on diversity in human resource management as well as a valuable resource for HRM and other management professionals. The discussions and questions sections will be useful for faculty, and the short case studies are designed to keep students interested and engaged.

Headlines frequently appear that purport to highlight the differences among workers of different generations and explain how employers can manage the wants and needs of each generation. But is each new generation really that different from previous ones? Are there fundamental differences among generations that impact how they act and interact in the workplace? Or are the perceived differences among generations simply an indicator of age-related differences between older and younger workers or a reflection of all people adapting to a changing workplace? Are Generational Categories Meaningful Distinctions for Workforce Management? reviews the state and rigor of the empirical work related to generations and assesses whether generational categories are meaningful in tackling workforce management problems. This report makes recommendations for directions for future research and improvements to employment practices.

The disproportionate aging of the population of working age in many nations around the world is a unique occurrence in the history of humankind. In the light of demographic change, it is becoming increasingly important to develop and use the potential of older employees. This edited volume Age-differentiated Work Systems provides a final report on a six-year priority program funded by the German Research Foundation (DFG) and presents selected research findings of 17 interdisciplinary project teams. The idea is that it will serve both as a reference book and overview of the current state of research in ergonomics, occupational psychology and related disciplines. It provides new models, methods, and procedures for analyzing and designing age-differentiated work systems with the aim of supporting subject matter experts from different areas in their decisions on labor and employment policies. Therefore over 40 laboratory experiments involving 2,000 participants and 50 field studies involving over 25,000 employees were conducted. Further objectives of the edited volume were to provide a pluridisciplinary compilation of the extensive information acquired over the six-year program period, to illustrate the range of the research field, and to convey an integrated understanding of age-differentiated work systems to readers.

With the rules of business changing as fast as they are, managers need a blueprint for dealing with complex new issues as they impact hiring, budgeting, rewarding, planning, organizing, and other core responsibilities. This book offers insights from 26 top managers--including Ken Blanchard and Trudy Ferguson--on the major issues confronting managers today.

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.