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(More customer reviews)The graying of America is a not a new topic, but it is getting increasing attention now that the first baby boomers have filed for Medicare and are eligible for Social Security. Their sheer number - 76 million - dictate that, as in so many other spheres, they will make an impact, for better or worse, on work and retirement. Many boomers likely will want to remain in the workforce, either to earn money or to stay active, or both. While this will help ease the looming labor shortage, it also poses certain problems for companies that tend to see older workers as too expensive, too demanding or, simply, too old. Professors Donald L. Venneberg and Barbara Welss Eversole tackle this issue head on, but unfortunately their book reads too much like the academic research papers, statistics and surveys they often cite. While you might not expect a book about age demographics and workplace practices to be a page-turner, this research reveals an important story that will determine America's future. getAbstract considers this significant reading for human resources professionals and innovative CEOs who want to bring seasoned, talented people back on board - and keep them working.
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The Boomer Retirement Time Bomb: How Companies Can Avoid the Fallout from the Coming Skills Shortage is a book for business leaders who want to stay ahead of the curve. A must-read for the 21st-century organization, it lays out challenges posed by a changing workforce and explains why we need to rethink assumptions about work and the workplace. More significantly, it provides practical, real-world strategies, best practices, and tactics for maximizing the opportunities that will accompany the coming demographic shift.
Asserting that employers who play their cards right can reap tremendous rewards by tapping into the wisdom, maturity, and judgment of older workers, the book covers such topics as recruiting and (re)training these valuable employees. It looks at increased workplace flexibility and other means of helping retain older workers, and it explores how organizations can treat older workers as assets. Finally, it provides suggestions for developing a workplace that welcomes and accommodates the needs of an intergenerational workforce, providing work-life balance for every employee.
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