Tammy Erickson is an author and expert on organizations and the changing workforce and, in particular, the generational differences between workers today. She spoke to Des Dearlove about the best ways to unite generations into a productive workforce.
A sharp spike in age discrimination claims on both sides of the pond could be eased by managers considering how they stereotype older workers, a leading academic claims.
Rather than just clipping the wings of older "snow bird" workers, managers should use them as mentors, give them access to learning and be more flexible about how they work
With new research suggesting that it may be 2013 before we start to see any significant upturn in employment, middle-aged managers in their 40s and 50s will remain especially vulnerable to the axe.
There's no question that managing millennials – Generation Y - is a hot topic. Many of my generation view Gen Y as a different species, a pain in the neck or just plain subversive. But I've never come to any of these conclusions. Why? Because I just manage them as I do any other employee.
The demands of Generation Y are the stuff of workplace legend. But in reality, younger workers are as much let down by the education system and negative stereotyping as they are by their own failings.
It may be a buyer's market now when it comes to hiring new talent, but the twin challenges of the ageing workforce and falling birth rates haven't gone away.
If you thought the recession would curb the inflated, want-it-all entitlement fantasies of Generation Y, new research suggests you'd better think again.
This story may be of great interest to fellow Madoff investors; there are an increasing number of programs and workshops springing up across the US to help retired people get back to work.
Many things are hard to predict right now. The imminent departure of the Baby Boomer generation into retirement should not be one of them. So why are so many U.S firms bracing themselves for a leadership and skills vacuum at the top?
Employers often lament that Millennials don't work hard, lack commitment, are devoid of loyalty, indulged and require excessive praise. But they're mistaken. Employers just need to change their mindsets.
They've been slated as lazy, over-indulged, demanding slackers. But Generation Y is not really that different from generations past, new research argues.
Twenty years from now the workplace could be clogged up with a generation of embittered older workers who cannot afford to retire yet resent being told what to do.
Managers who ban the use of personal mobiles, instant messaging and social networks in the office risk an exodus of younger staff for whom technology is now a way of life.
The departure of the baby-boomer generation into retirement poses a grave threat to the competitiveness of the US economy.
Far from being a bunch of self-centred eco-warriors, Gen Y staff can often make great team players, with half even intending to stick with their employer for at least the next five years.
It's often assumed one of the pluses about Generation Y employees is that they're good at adapting to change. Not so, says new research – and they're also flighty, badly organised, poor at planning and less productive.
The knives are out again for Generation Y as a new survey finds that in almost all parts of the world, employees born since 1980 are the least engaged members of the workplace.
Faced with the mass exodus of baby-boomers, American employers are increasingly turning to phased retirement programs to keep workers on board for as long as possible.
Boy, it seems like the millennium generation (those born between 1980 and 1985) just can't catch a break, can they?
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