All OECD economies are undergoing rapid population ageing, leading to more age diversity in workplaces than ever before as people are not only living longer but working longer. This report presents a business case for embracing greater age diversity at the workplace and debunks several myths about generational differences in work performance, attitudes and motivations towards work.

All OECD economies are undergoing rapid population ageing, leading to more age diversity in workplaces than ever before as people are not only living longer but working longer. This report presents a business case for embracing greater age diversity at the workplace and debunks several myths about generational differences in work performance, attitudes and motivations towards work.

All OECD economies are undergoing rapid population ageing, leading to more age diversity in workplaces than ever before as people are not only living longer but working longer. Greater diversity of experience, generations and skills gives employers an important opportunity to harness the talent that different age groups bring to the workplace and improve productivity and profitability. What can employers do to maximise the benefits of a multigenerational workforce? This report presents a business case for embracing greater age diversity at the workplace and debunks several myths about generational differences in work performance, attitudes and motivations towards work. It points to key employer policies and offers practical examples in three key areas to support and promote an age-inclusive workforce. This includes designing and putting in place all-age and life-stage policies covering the full span of workers careers through best practice in recruitment, retention and retirement, as well as the promotion of life-long learning and good health at work.

All OECD economies are undergoing rapid population ageing, leading to more age diversity in workplaces than ever before as people are not only living longer but working longer. Greater diversity of experience, generations and skills gives employers an important opportunity to harness the talent that different age groups bring to the workplace and improve productivity and profitability. What can employers do to maximise the benefits of a multigenerational workforce? This report presents a business case for embracing greater age diversity at the workplace and debunks several myths about generational differences in work performance, attitudes and motivations towards work. It points to key employer policies and offers practical examples in three key areas to support and promote an age-inclusive workforce. This includes designing and putting in place all-age and life-stage policies covering the full span of workers careers through best practice in recruitment, retention and retirement, as well as the promotion of life-long learning and good health at work.

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.

Currently, Japan has the highest old-age dependency ratio of all OECD countries, with a ratio in 2017 of over 50 persons aged 65 and above for every 100 persons aged 20 to 64. This ratio is projected to rise to 79 per hundred in 2050. The rapid population ageing in Japan is a major challenge for achieving further increases in living standards and ensuring the financial sustainability of public social expenditure. However, with the right policies in place, there is an opportunity to cope with this challenge by extending working lives and making better use of older workers' knowledge and skills. This report investigates policy issues and discusses actions to retain and incentivise the elderly to work more by further reforming retirement policies and seniority-wages, investing in skills to improve productivity and keeping up with labour market changes through training policy, and ensuring good working conditions for better health with tackling long-hours working culture.

SHORTLISTED: CMI Management Book of the Year 2017 - Practical Manager Category Organizations traditionally have had a clear distinction between their policies on diversity and inclusion and their talent management. The main driving force behind diversity and inclusion has been being seen to be a good employer, to be able to make claims in the annual report and to feel as though a positive contribution is being made to society. On the other hand, talent management activities have been driven by a real business need to ensure that the organization has the right people with the right skills in the right place to drive operational success. Inclusive Talent Management aligns talent management and diversity and inclusion, offering a fresh perspective on why the current distinction between them needs to disappear. Featuring case studies from internationally recognised brands such as Goldman Sachs, Unilever, KPMG, Hitachi, Oxfam and the NHS, Inclusive Talent Management shows that to achieve business objectives and gain the competitive advantage, it is imperative that organizations take an inclusive approach to talent management. It puts forward a compelling and innovative case, raising questions not only for the HR community but also to those in senior management positions, providing the practical steps, global examples and models for incorporating diversity and inclusion activities into talent management strategy.

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.

"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.

Winner of the George R. Terry Book Award from Academy of Management and the Outstanding Academic Title Award from CHOICE Magazine Successful management of our increasingly diverse workforce is one of the most important challenges facing organizations today. In the Fourth Edition of her award-winning text, Managing Diversity, author Michàlle E. Mor Barak argues that inclusion is the key to unleashing the potential embedded in a multicultural workforce. This thoroughly updated new edition includes the latest research, statistics, policy, and case examples. A new chapter on inclusive leadership explores the diversity paradox and unpacks how leaders can leverage diversity to increase innovation and creativity for competitive advantage. A new chapter devoted to “Practical Steps for Creating an Inclusive Workplace” presents a four-stage intervention and implementation model with accompanying scales that can been used to assess inclusion in the workplace, making this the most practical edition ever.