What role should older workers play in our future work force, when the retirement of the baby boomers, starting about 2010, will make tight labor markets commonplace. This unprecedented demographic shift calls for a fundamental rethinking about the work force of the future. Employer attitudes and policies must change if older workers are to remain in the work force longer. This report recommends a "pro-work" agenda for employers, policymakers, and olders in 6 areas: getting the financial incentives right; replacing stereotypes about older workers; the training imperative; rethinking the org. of work; getting older workers into new jobs: and a strong and flexible safety net.

New Work Opportunities for Older Americans speaks to men and women 55 and over. It says that the most fulfilling work of your life lies ahead! The book reviews the many new and emerging work opportunities for older Americans like. . . job sharing, "bridge" employment, corporate job banks, phased employment, seasonal work, temp jobs, part time, free lance work, and consulting. The book includes. . . job search tips, how to fight back against agediscrimination, how Social Security affects post-retirement income, the pro's and con's of working, and advise for housewives returning to work.

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.

Not all older people are unfit for work. Indeed, most people over age 55 remain physically and mentally able to work, and rather than suffer the pressures of inflation or the boredom of idleness, many would prefer to stay productive longer. Dr. Kieffer says that their extensive experience and education qualify most of them to remain self-reliant well past current retirement ages. If they are enabled to do so, it would delay and reduce the time when they are forced to be financially and, in some cases, physically dependent. He argues that unless policy leaders in both the public and private sectors act quickly and imaginatively to gain the financial and social dividends that can accrue from longer life, our country, by default, will find itself preoccupied over the next thirty years with unnecessarily high costs of supporting its longer-living and rapidly increasing older population. Dr. Kieffer explains why current retirement policies are no longer economically and politically manageable, and he suggests a cost-effective strategy whereby public and private funds could be used to enable millions of older people to remain active in jobs that serve unmet community needs. He also outlines a strategy for helping young workers build retirement income assets during their entire work lives so that the unintended burdens that have fallen on the Social Security, pension, and public assistance programs can be eased and made more manageable in the future. Lastly, he describes the roles that government agencies, businesses, educational institutions, foundations, and older people themselves can play in carrying out the jobs and retirement income strategies.

The book provides practical, useful information and advice for older adults who are either staying in or returning to the work force.

Look around your office. Turn on the TV. Incompetent leadership is everywhere, and there's no denying that most of these leaders are men. In this timely and provocative book, Tomas Chamorro-Premuzic asks two powerful questions: Why is it so easy for incompetent men to become leaders? And why is it so hard for competent people--especially competent women--to advance? Marshaling decades of rigorous research, Chamorro-Premuzic points out that although men make up a majority of leaders, they underperform when compared with female leaders. In fact, most organizations equate leadership potential with a handful of destructive personality traits, like overconfidence and narcissism. In other words, these traits may help someone get selected for a leadership role, but they backfire once the person has the job. When competent women--and men who don't fit the stereotype--are unfairly overlooked, we all suffer the consequences. The result is a deeply flawed system that rewards arrogance rather than humility, and loudness rather than wisdom. There is a better way. With clarity and verve, Chamorro-Premuzic shows us what it really takes to lead and how new systems and processes can help us put the right people in charge.

While many employers have traditionally viewed their younger employees as their most precious assets, the truth is that their more seasoned workers are often their most valuable. Written by experts in the field of workforce education and the management of older workers, Working Longer gives recruiters, managers, and trainers the tools they need to nurture and empower these vital employees, such as: * creative strategies for recruiting retirees and developing a senior friendly workplace* career and performance management techniques for effectively motivating and engaging older workers* instructional design facilitation methods that will enable older workers to upgrade their skills.With compassion and wisdom, this is the only book that shows employers how to value, coach, and keep their most experienced people