Are far as most mature workers are concerned, formal training programmes are a big turn-off. So how can organisations overcome training fatigue and offer staff in their mid-forties and beyond training and development that meets their real needs?
A common complaint these days is that new entrants into the workforce don't want to put any effort into learning new skills. Nonsense. The real problem is that mangers are unable to tap into their obvious and zealous work ethic.
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.
For companies waiting for the tough times to get going, now is the perfect time to reflect on the cultural beliefs that engage Gen Y, especially those empowered by passion and a sense of purpose to tackle the larger global issues.
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.
Gen Y appears to mystify companies who are used to interpreting the world a different way. So here we explore the creative and intuitive world of Gen Y through the eyes of someone who isn't waiting until he retires to do what he loves 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.
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