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Keep Pace With Older Workers
Older employees -- more than one-quarter of the workforce -- bring experience to their jobs.
Research proves they are as productive as youth. And by understanding aging,
employers can make them even more productive.
By Robert J. Grossman
When Dan Smith, senior vice president of human resources at Borders Group in Ann Arbor, Mich., joined the company in 1995, the majority of Borders’ workforce was under 30. As he looked to the future, he became concerned about unsettling labor forecasts, asking, “What will we do when the under-30 population starts to dry up?” His question led him to study the demographics of Borders’ 30,000-strong empire, yielding an unanticipated revelation destined to dramatically alter Borders’ employee mix and bottom line.
“Our stores with older workers had much lower turnover, did better financially, [and] all the workers were happier,” Smith says. Looking at workers age 50 and over vs. those under 30, the comparison was startling as to loyalty and stability. “Older workers were more satisfied, were staying longer, and customer service seemed to be better in their stores. It became clear that we had to make these guys a bigger segment of our population.”
Borders began to target people age 50 and over. Since then, the number of older workers at its stores has tripled. Eighteen percent of Borders’ workers are over 50; two-thirds of those are between 50 and 60. The metrics they’re delivering make Smith look like a genius: “In the retail book business, turnover is 100 percent to 120 percent,” he says. “Ours is half that and trending down.” Turnover is six times less for workers over 50 than for those under 30.
Borders’ experience is no fluke. For managers concerned that older workers may wear out or falter, evidence proves clear: Blue- or white-collar, these folks remain loyal, reliable and as good as younger counterparts.
“There is no correlation between age and job performance,” insists Richard Johnson, principal research associate at the Urban Institute in Washington, D.C., citing a statistically validated report that combines the results of many research studies of worker performance from ages 20 to 65.
One more thing: When many people think of older workers, they don’t have 50- to 64-year-olds in mind.
Misconceptions
Opinions differ as to when workers cross the bridge from middle age. Professional football players grow old in their 30s; air traffic controllers face mandatory retirement at 56, pilots at 65 and federal law enforcement officers at 57. The Age Discrimination in Employment Act, applicable to employers with payrolls of at least 20, begins protecting workers at age 40.
AARP, seniors’ formidable lobbying organization, clusters mature workers in one category: 55-plus. Company officials interviewed for this article—from Borders; Vanguard Group in Valley Forge, Pa.; and Bon Secours Richmond Hospital System in Richmond, Va.—use 50 as the tipping point. Labor economists and gerontologists voice preference for 50 as well.
Yet, when the term “older worker” is used, an image of a 50-year-old is not what comes up. More likely, it’s a person in his 70s or older—alert, spry, with an inner drive that keeps him going while most peers play golf or canasta.
Take Hattie Davis, 86, a licensed practical nurse at Bon Secours. Davis has worked for many units at Bon Secours. With age, she found the physical aspects of her job—walking, lifting and standing patients—too demanding. Because Davis is a valued worker, HR officials moved her to the employee wellness program, where today she gives inoculations and performs other less strenuous duties.
But Davis remains an outlier. There’s a time warp between our image of older workers and reality. Instead, picture men and women in those Viagra commercials or the L’Oreal ads featuring 50-year-old movie star Andie MacDowell. Or Harrison Ford, 65, still doing his own stunts.
“We’ve gained almost 30 years of life expectancy in about 100 years—an enormous increase,” says Neil Charness, a psychology professor at the Pepper Institute on Aging and Public Policy at Florida State University in Tallahassee. “Yet HR departments, like so many of our institutions, suffer from the fact that they’re fairly slow-moving; they tend to follow policies and hold to attitudes driven by the near-distant past. When I was growing up and someone died at 65, it was considered a ripe old age. Today, you’d almost be horrified that someone died so young.”
For more misconceptions, see “Mature Workers: Myths and Realities”
Muffled Minority
Numbers tell the story. In 2007, according to the U.S. Bureau of Labor Statistics, of 146 million people working full time and part time in the United States, only 13 percent, or 5.6 million, were age 65 and over (see charts at right). And within that 13 percent, only about 20 percent, or 1.1 million, were still working full time. Undoubtedly, this number will increase in coming years as people choose to delay retirement for personal reasons or as a result of changes in government policy such as reductions in Social Security benefits. In the absence of an economic meltdown, these older workers will still be a small percentage of the workforce.
More significant are the 36.4 million predominantly full-time workers between the ages of 50 and 64—one-quarter of the U.S. workforce and growing. They’re part of a huge muffled minority. Marilyn B. is an example.
A world-famous editor, Marilyn combines impeccable taste with an uncanny sense of what sells. She has spent more than two decades with the same global company working her way up the ladder. A top revenue producer, her books grace The New York Times’ best-seller list.
Yet, like an undocumented worker, Marilyn won’t give her real name or age. On the plus side of 60, she’s wary about attracting the attention of colleagues and superiors she fears may want to ease her off stage. “It makes me want to pop them in the nose,” she says. “If you’re productive, creative and making money for your employer, why should age be an issue? It’s none of their business. I don’t want to be judged by anything other than how competent I am.”
Marilyn represents millions of workers critical to U.S. businesses whose fear of losing their jobs keeps them from telling employers the truth—that they’re experiencing physical and mental changes that by their very nature influence how they do their work. As the Urban Institute research cited earlier proves, they’re adapting, but at what cost? Could they do better? Employers, with some notable exceptions, seem content to let things slide.
“It’s shortsighted,” says Melissa Hardy, a professor and director of The Gerontology Center at Pennsylvania State University in University Park. Employers could do much to make work environments more hospitable to aging workers, but few organizations address these issues. “Workers won’t raise them, and I suppose employers don’t see how their failure to address them reflects on the bottom line,” Hardy adds.
By understanding aging, employers can make mature workers even more productive. Aging is a gradual process that sneaks up. “It’s not like each day you notice a difference,” Hardy says. “You think you’re the same inside, but then something new comes up and it’s a little harder to do.” For more on how aging affects physical and mental processes, see “Use It or Lose It”.
Increasing the Odds
Yet people gain some, lose some. As physical and mental abilities decline, experience and determination help older workers compensate. For example, in workplaces where hearing or vision issues have not been addressed, older workers, often without realizing it, may concentrate more on compensating for their physical limitations. Workers with hearing problems may lip-read or rely on experience to discern spoken words they’re really not hearing. This takes them away from focusing on higher-order decision-making and creativity.
The process “cascades,” Charness says. “Hearing and seeing is no longer happening easily; you have to concentrate more at the expense of something else.” It’s a constant battle, and employers can help tip the scales the right way in several areas.
Adapting to change. If things aren’t changing a lot, “crystallized” ability—the facility to access stored information such as verbal skill, vocabulary and knowledge of facts—carries you along. Where younger workers would have to problem-solve situations, mature workers already know what to do from experience.
But in some jobs—especially new ones or those that change—the balance shifts. Without experience to fall back on, older workers may have difficulty adapting.
This finding can present a dilemma for HR professionals because older workers frequently yearn for change and new opportunity. Unless the new job is tied to the worker’s experience base, at the very least, more time to train and learn will probably be required. For example, adults in their 60s take roughly 50 percent to 100 percent longer than those in their 20s to learn and perform any new task, Charness says.
Targeting training. Experts say mature and younger workers do not respond the same way to training. They suggest that segmented approaches improve results. “Companies assume all people are the same; they choose to offer one-size-fits-all training, frequently online,” says Alan Hedge, a biomedical and chemical engineering professor at Cornell University in Ithaca, N.Y., and Syracuse University in Syracuse, N.Y. “As a result, they see high drop-out rates. Even those who complete the training often don’t retain well.”
Training “300 workers with a PowerPoint presentation for three hours is not effective,” Hardy says. “Hands-on training rather than lectures is better. When they age, people tend to learn visually and experientially at the same time. They also may feel pressure if the pace is too fast, a problem that can occur in mixed groups.”
But older workers may not respond well to self-paced online learning because they may have trouble with the technology.
While “Younger workers expect to interact through a computer screen, that’s not how older workers interact, at least not as much,” Hedge says. “The comfort level is not there. It’s harder for older folks to read from the screen. That’s why they print everything out; younger people don’t do that.”
Despite what experts say, most HR professionals show little inclination to single out mature workers for training. Borders offers the same training to all employees and reports no difficulties on the part of older workers. Vanguard also offers intergenerational training. Learning goes on between generations, says Kathy Gubanich, managing director of HR at Vanguard. “But our training is delivered in a variety of ways, geared to different learning styles,” with e-learning and classroom components.
Older workers may not receive a proportionate allocation of training dollars. Some employers may suspect that it’s more difficult to teach older people new skills or that their training funds can be spent more effectively on younger workers. In one survey, reported by AARP, only 51 percent of workers over 55 received formal training from employers during a 12-month period, compared with 79 percent of workers ages 25 to 34. Since studies show older workers’ performance remains comparable to their younger counterparts’, how, with less training, are they acquiring and maintaining their skills?
“In most organizations, training is informal—like sitting down and reading a manual on a procedure or on a software program,” Johnson says. “Or people get together and learn one-on-one. Often, you figure it out yourself.”
But research suggests that with appropriate formal training, workers across the board could be more productive. An “intensity index” designed by Hedge to measure how effectively a person performs certain tasks—some as basic as typing—suggests glaring gaps in performance that raise questions about training. “In many organizations, on a scale of one to 10, we’re finding intensity scores in the four to five range,” he says. “Loss of potential may in part be because companies are not focusing on training older workers.” To learn more about the intensity index, visit www.prodyx.com.
Providing feedback. Most mature workers, contrary to common belief, are still interested in self-improvement and advancing their careers. They face disappointment in evaluations that give them short shrift. When appraised, especially by younger managers, feedback tends to be fleeting and flimsy, less geared to advice on how they could do their jobs better or extend their careers.
“The signals that are subtly communicated are not encouraging,” Hardy concludes, and his observations have been documented by AARP research.
Working at the Puzzle
In a 2006 survey of HR executives from more than 460 organizations, conducted by Buck Consultants of Houston, 88 percent identified integrating multiple generations of workers as the most significant business risk of employing older workers. One reason: They fear equity issues will arise among younger workers should they give older employees privileges such as flextime. Yet, a minority of companies that actively court older workers offers all employees special treatment—flextime, telecommuting, compressed and reduced schedules, and more. Further, companies that successfully integrate older workers into their workforces discover that other generations may have different priorities, but that the changes they put in place for their 55-to-64 cohort resonate with everyone.
One example: Gubanich estimates that almost 30 percent of Vanguard’s full-time employees are over 50. Only 2 percent to 3 percent of Vanguard’s 12,000 workers are part time. Because of U.S. Securities and Exchange Commission rules, the company doesn’t offer telecommuting, but it does offer compressed schedules and other accommodations for all employees who require it.
True, flexibility makes HR’s job tougher. For instance, in the Buck survey, 40 percent of the HR respondents identified “accommodating part-time and flexible schedules” as a significant business risk of employing mature workers.
But Bon Secour’s Senior Vice President for Human Resources Bonnie Shelor says to attract and retain older workers in their prime, the risk is worth taking. When people have varying needs, “It’s not as simple as setting one set of rules for everyone. It’s like solving a complicated puzzle. We’ve proved that taking the time and energy to do it pays huge dividends in terms of morale, engagement and culture. Thirty percent of our 6,600 employees are over 50; they give us great critical thinking and wisdom. We couldn’t exist without them.”
Avoiding the “Too Old” Stigma in Your Job Search
By Abby Locke/Copied from Ladders.com Website
It has to be startling news to an executive jobseeker to learn that age discrimination activities can creep into your career as early as the age of 40. Although there are employment laws to protect jobseekers who are 40+, age discrimination practices in your career development and employment procedures still occur more often that not.
Here are some real, proven strategies that you can apply in your job search campaign.
Renew Your Mind.
Have you ever considered that you could be the one sabotaging your own job search progress? Have you embraced an attitude of defeat that is visible in interviews and networking events? Avoid being the first person to bring up age concerns in any of your verbal and written communications – don’t eliminate yourself from the race by talking about “many, many years ago” or “back in my day” when dealing with a potential contact.
Recognize that your age, breadth of experience, and wisdom are valuable assets that any employer can use. Be prepared to discuss and give actual examples from your career that demonstrate strategic leadership, problem–solving capabilities, and staff leadership. Count your age as an asset not a liability.
Develop and Communicate Your Personal Brand.
Don’t let the main focus or selling points of your job search campaign be centered on fighting age discrimination myths. Work closely with a personal brand coach to explore, identify, develop, and communicate your personal brand. Having a solid understanding of your personal brand will help you streamline all aspects of your job search activities. With a strong personal brand, you can confidently discuss your unique value proposition and the contributions you can bring to an employer.
Maximize the use of your personal brand statement – include it as part of your executive profile on a resume; revise it to create your attention–getting 30–second elevator pitch; expand upon it through career success stories in an interview; and communicate it frequently to others in networking events.
For example, this is a personal brand statement revised into an elevator pitch.
I am a senior communications manager who has influenced key decision makers at Fortune 500 companies to employ strategies that protected their corporate reputation and positive shaped consumer perception about their product and services.
Create A Stand–Out Resume.
When battling perceptions about age discrimination, you have to be very strategic about your resume development process. Focus on developing an executive resume that positions you as a valuable partner to a company’s success right from the beginning. Here are a few techniques to keep in mind:
- Write a powerful executive summary profile that includes your top career achievements.
- Do not list every job in your career, especially those going back to the 1960’s.
- Avoid listing outdated job titles and office equipment.
- Emphasize current technology training and computer skills.
- Capture early career experiences and performance highlights in an overview paragraph that lists positions and company names without the dates.
Be Technologically Savvy.
You cannot escape the growing impact of technology in every area of your life, especially in the workplace. A common, overused perception about experienced “older” professionals is that they lack adequate technical skills and are uncomfortable with new technology. Address these concerns by enrolling in classes with a local community college or through professional associations to increase your technical proficiency. Overall, do your best to stay current on new technology programs as they relate to email, Internet research, word processing, and spreadsheet programs.
Make the Connection in the Interview.
Research the company to understand their needs and long–term business objectives and how your talents and skills fit in. During the interview process, demonstrate the synergies between what you have to offer and the position qualifications that the company is seeking. Use this as a tactic to steer unnecessary attention away from age issues.
Consistently draw attention to the value and benefits you bring to an employer (through concrete examples from your career) and show how you influence organizations and play a pivotal role in their long–term growth and success. For example:
As a human resource executive, I have repeatedly created employee relation and incentive programs that have reduced employee turnover by more than 20%.
Last, but certainly not least, learn effective networking strategies that will support and benefit you throughout your job search process. Reach out to others for advice and feedback through alumni connections, industry associations, former employers and coworkers, and close family and friends. In addition, seek out support groups that specifically deal with executives in a specific age group.
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The New Recruits:
Older Workers
Managers Fear Shortfall
As Baby Boomers Retire;
Flexible Hours, Training
By ERIN WHITE / Wall Street Journal
January 14, 2008; Page B3
An expected wave of baby-boomer retirements has some managers fretting about worker shortages. But experts say many firms are overlooking a big supply of potential employees -- older workers who can be wooed to continue working.
Schneider National Inc., a Green Bay, Wis., transportation and logistics firm, started studying its work-force demographics in 2005, says Rob Reich, vice president of driver recruiting. The number of Schneider drivers ages 35 to 44 -- the traditional core group -- was shrinking as the boomers grew older.
Schneider wasn't facing an immediate crisis; the average age of its 15,000 drivers in the U.S. and Canada was 39 at the time. But retirement concerns were starting to hit some of its competitors, and Schneider began to see new recruiting competition as rivals sought to replenish their ranks.
As a result, Schneider decided to try tapping the robustly growing pool of workers over 50, Mr. Reich says.
But Schneider is among a small portion of U.S. firms going this route. Only 18% of U.S. employers reported having a strategy to recruit older workers, and only 28% cited a plan to retain older employees at their own firms, according to a survey of 1,000 U.S. companies in late 2006 by Manpower Inc., a staffing and employment-services firm.
Companies' top-two concerns about older workers were high salary expectations and health-care costs, the survey showed. They also worried about having to teach older workers new skills, and handling potential tensions with younger employees.
Employers who ignore older workers now will suffer as boomers near retirement age, says Melanie Cosgrove Holmes, a vice president at Manpower. By 2012, nearly one in three U.S. workers will be over 50, according to AARP, a group for people age 50 and older. "Progressive companies that are looking ahead...are the ones that are going to be most successful," Ms. Holmes says.
PLANNING AHEAD
Experts say companies that want to attract and retain older workers should take the following steps:
- Offer flexible schedules
- Provide training opportunities
- Feature older people in recruiting material
- Offer competitive health-care benefits
- Train supervisors to manage workers of all ages
Source: WSJ reporting
About three years ago, Home Depot Inc. sought to tap older workers as it opened new stores. The firm contacted AARP, and the talks led to the creation of the association's "National Employer Team" -- companies that it endorses as friendly to older workers. Thirty employers now belong to the group, including Principal Financial Group Inc., Borders Group Inc., and MetLife Inc. AARP members can search for jobs at the companies through the association's Web site.
Companies say certain policies help draw older workers. Mature employees, for instance, may want more flexibility; some may have elderly parents to care for, while others simply want more leisure time.
Another tactic: offering ample training. Deborah Russell, director of work-force issues for AARP, says many older workers are eager to learn new skills. In addition, she says, employers must offer competitive health-care benefits.
Principal Financial has a program for its retirees called "Happy Returns." Retirees sign on as employees of Manpower, and come back to work for Principal, mostly on a part-time or project basis. Retiree MaryLu Baumbach enrolled in 2004, after nearly 13 years at Principal. "I like it here so well," she says. Plus, she says she can't afford to retire fully. "We still have house payments."
She has averaged between eight and 40 hours per week over the past few years, now working as a receptionist. She says she earns about 50 cents more per hour than before she retired.
For its effort, the trucking company Schneider created newspaper and radio recruitment ads featuring older workers. The company also increased its efforts to retain workers, for instance offering to let drivers work reduced hours and still get full-time benefits.
Mr. Reich says it has been successful in wooing and keeping older workers. At the end of 2005, 15.7% of drivers were over 50; today it's about 18.2%. The average age is now 42, up from 39.
The reduced hours appeal to Joey and Terri Lynch, a couple, both 59 years old, who have driven for Schneider for 15 years. A few years ago, "we were getting kind of burned out," Mr. Lynch says. "We wanted to cut back a little."
Schneider let them switch to a three-weeks-on, three-weeks-off program. They're making about 25% less money than before, but they love having more free time and say the accommodation will likely keep them in the work force longer. Before, they had been thinking about quitting at 62; now they're aiming for at least 66. "It's just been great," Mr. Lynch says.
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Re-engaging aging boomer workers
Friday, October 19 at 12:00 AM
By:Sheila Bugdanowitz and Jean Galloway
America’s baby boom generation has redefined our nation’s social, cultural, economic and political landscape for the last six decades. With more than 77 million boomers in the nation — and most of them still working — America’s largest generation will continue to shape the way we all live and work.
Two recent reports forecast the future of boomers and the work force. The National Center for Health Statistics reports that the average American lifespan is now almost 78 years, up from 75.8 years in 1995 and 69.5 years in 1955. The U.S. Census Bureau reported that in 2006, nearly a quarter (23.2 percent) of people from age 65 to 74 were employed or looking for work, up from 19.6 percent in 2000.
Putting these two facts together, a recent Rocky Mountain News editorial pointed out that “demographers wonder who is going to support the swelling number of post-retirement-age workers,” then answering that question with, “ ... one answer is they’ll be supporting themselves.”
At Rose Community Foundation, we think the Rocky is right. Our Boomers Leading Change initiative is looking at how people in their mid-50s to mid-60s view their futures in the areas of work, lifelong learning and community service. For most, life after 65 won’t resemble the glossy brochures offering leisurely, carefree retirement lifestyles. Instead, most boomers’ futures include employment, volunteering and continual learning. (For the complete report, visit coloradoboomers.com.)
Let’s look at employment. Our economy will falter if most boomers stop working at 65 or younger. With one boomer turning 60 every eight seconds for the next 18 years, there won’t be enough replacement workers to sustain our economy. Then consider the loss of talent, experience and “know-how.” With reduced incomes, most boomers will pay fewer taxes, spend less money and contribute less to charity. Factor in the longer lifespan, growing health-care costs and the expanding need for caregivers, and it seems clear that government, business and philanthropy need to think about how to keep mature employees happily employed.
The good news is that baby boomers like to work. Some findings from our research on how metro Denver boomers see late-career employment:
- Six out of 10 plan to work beyond age 65.
- Half plan to change to part time or flexible work.
- Almost a quarter say they want to start a business.
What matters most to late-career boomers are health-care benefits, involvement with others, retirement benefits and meaningful work. Many will need job income, but many others will keep working to remain productive, to enjoy workplace camaraderie and (particularly for men) because work is important to their identity.
The not-so-good news is that few employers are thinking creatively about recruiting and retaining older, more experienced employees.
Our thinking about work and retirement is antiquated. Boomers will trade off higher income for increased flexibility. Many want to work fewer hours, but still earn health benefits until they turn 65 and qualify for Medicare.
The foundation has mobilized a group of boomer volunteers and others to find ways for boomers to live productive, meaningful lives as we move through our 60s, 70s, 80s and beyond. We hope this work will begin to shift public policy, business practices and the very way we think about tapping the human assets of older adults. We simply can’t afford to lose the talent, experience and leadership of the boomers through a failure to re-examine the shape and structure of work in our society.
One of the biggest roadblocks is the way we think about the “R” word: retirement. For boomers, it’s a choice, but not the only one. Over time, we hope another “R” word will take its place: re-engagement. If tens of millions of boomers take the path of re-engagement in later life and redefine aging for succeeding generations, it will be their biggest contribution of all to social change.
Sheila Bugdanowitz is president and CEO of Rose Community Foundation. Jean Galloway is principal of the Galloway Group, a consulting firm specializing in corporate philanthropy and community investment, and a trustee of Rose Community Foundation where she chairs its Committee on Aging.
Jobs For Grown-Ups
Steven J. Greenberg 03.05.07, 12:00 PM ET
Without condoning ageism, we need to admit one uncomfortable truth: Older job seekers often make it too easy for companies to reject them.
True, job seekers over 40 often face discrimination and may confront hurdles getting an interview that younger applicants do not. But before putting the spotlight on others, let's examine ourselves, the over-40 job seekers.
Start with the résumé. Résumés of older workers tend to be a lengthy recitation of job descriptions and accomplishments, impressively demonstrating an ever-increasing level of responsibility and compensation. As such, they are probably the least persuasive documents you could show a human resources manager.
Rule No. 1: Job seekers over 40 need a résumé that looks forward, not backward
As a younger job seeker, you needed to emphasize experience. By midcareer, however, the focus of your résumé should change. Place all of your accomplishments and experience in the context of future service. A résumé shouldn’t read like the testimonial at your retirement dinner.
I recently received a résumé from a 47-year-old finance executive. It painstakingly documented a career of prominent positions at top financial services firms. He was clearly a smart, trusted worker for many years, yet he wrote to tell me that his résumé was being ignored by hundreds of companies.
Beware of writing a résumé that generates awe but not interviews. Your résumé should persuade a potential employer to grant you an interview, not your old employer to give you a gold watch.
Change the perspective from "look at everything I have done," to "look at everything I can do for you." For example: "Experienced salesman with long track record of success," becomes, "Learned x, y and z about selling and developed broad network of sales contacts sure to be enormously valuable in future sales positions."
Take the time and effort to tailor your résumé to each job you apply to, so the particulars of the job are addressed in the context of your prior experience. (Doing this in the cover letter alone is inadequate. Many HR managers won’t even look at the cover letter once they see the "gold watch" résumé.)
Your résumé must demonstrate how you will put your experience and skills to work for your new employer, not how much time and energy you exerted in the past for someone else. Try it, and compare it with your old résumé. Which résumé is more likely to generate an interview?
Rule No. 2: Don't be defensive, and don't omit dates
Fear of age discrimination leads many job seekers over 40 to take graduation and employment dates off their résumé. Bad idea. HR managers know all about this strategy. It’s like saying "I am concerned about my age" in bold letters across your résumé. That won’t lead to many interviews.
Put all relevant dates and jobs on your résumé, but tell your story energetically. Demonstrate that you can work productively for the next five, 10 or 20 years. Be positive and enthusiastic about the future, not defensive and deceitful about the past. Your chances of success should increase dramatically.
I just received a résumé from a 49-year-old sales professional who wrote that she never misses work and always stays up-to-date on the latest technology. This is far more powerful than trying to hide that she graduated college in 1978. Don’t waste a good opportunity by defensively obscuring the truth. Instead, rewrite your résumé to emphasize your skills, your vitality and your commitment to doing a great job. Some lucky employer will be smart enough to notice.
Rule No. 3: Don't be afraid to sell yourself
Too many candidates confuse sending résumé with buying a lottery ticket. Merely sending out twice as many résumé doesn't make you twice as likely to win a job. Make your own luck by applying to half as many jobs, but following up twice as often--in creative, relevant ways that will help establish your qualifications for the job and your ability to learn new skills.
Forget the standard "I’m calling to make sure you received my résumé" line. By itself, it’s rarely helpful, and many HR managers seem annoyed by it.
Find ways to demonstrate your skills, not your frustrations about your job search.
Applying for a sales or marketing position? Use your experience in order to sell yourself. Create a Web page showing why this employer should "purchase" you. Offer a free promotional campaign (i.e., work for free on a trial basis or be paid on a temp basis).
Create data points so that an HR manager can evaluate your work habits and not just your year of graduation. Your revised résumé radiates with energy; now back it up with action. Leave a message that you will call back on Tuesday at 11:15 and then make sure you do it. Make other promises and deliver on them. If you wait for the interview to impress the recruiter, your chance may never come.
Wake up Call.....Catering to the Boomer Crowd
Taken from the recruiting website ere.net on 1/29/2007. ERE.net is a Recruiting and HR news, information and community site. ERE provides articles, discussions, blogs, jobs, conferences, research, email publications and more.
New methods for attracting the largely untapped baby boomer demographic are sprouting up around the country.
A growing number of companies, being served by niche job boards and staffing agencies, are trying to penetrate the boomer demographic to fill key staffing shortages and maintain a competitive edge.
In the past few years, more and more companies are realizing that by the year 2010, almost one in three workers will be at least 50 years old.
For example, the Home Depot has partnered with the AARP to recruit mature workers, even offering benefits for part-time employees.
The Refirement Group is working to help redefine the attitudes and expectations of the boomer workforce. Through workshops and consulting to both employers and employees, the organization's mission is to "retire the concept of retirement [that is] not even as old as television. It was created for a male industrial workforce that literally needed to rest after 65."
Reinventing Retirement
Boomers, those born between 1946 and 1964, "have reinvented just about everything in our society, and they will continue to reinvent retirement, too," says Lisa Coppinger, owner of Continuing Careers.com.
In November 2006, Coppinger started networking on ERE, offerings recruiters and companies free promotional emails and free listings for 90 days. The niche job board now counts companies such as AAA, Cumberland Farms, Select Comfort, and T-Mobile as major clients.
"We post the jobs and direct the applicant to the company's website. We wanted to make this as easy as possible for the job seekers," says Coppinger. "We don't collect resumes or a maintain a resume database, because then the hiring companies are competing with each other for applicants."
Continuing Careers has a variety of projects in motion as it continues to grow, such as increasing the diversity of job postings, available services, training resources, and how-to articles for easy training in various technology tools and features.
Yet she is quick to point out that the technology issue is not inclusive to the older generation. Some older workers are very tech-savvy, she notes, while some younger workers are still learning to navigate smoothly online.
"I even know some thirtysomethings who don't know how to use basic computer programs, such as how to attach a file to an email. It's not just inclusive to the older generation, but a lot of the older workers think that it's just them, so it might prevent them from using the technology," says Coppinger.
Leave Your IDs at Home
Another company tailoring to the boomer demographic is The Boomer Group, a staffing company that matches boomers looking for either part-time or full-time work with employers who need experienced help.
In early 2004, Stephanie Klein set up the company because she felt boomers were being underserved in the temporary work community.
The Boomer Group specializes in recruiting and placing workers between 40 and mid-60s, "but we don't check IDs at the door," says Klein, founder and president of the Denver-based company.
The company prescreens, evaluates skills, checks references, verifies employment, and all of the other research tasks that traditional staffing firms conduct, except "the difference is that this older generation has different experiences and value sets around work. There is value in having their perspective in the workplace. The people who we send are professional. We're pulling from a pool that our competition doesn't even look at," she says.
Battling Misconceptions
Klein says she finds two common misperceptions about boomer workers:
Older employees are a bad investment. Companies think they are expensive, and once hired, they'll either retire or quickly become bored and leave as soon as another more senior-level job becomes available. "For personal, emotional, or financial reasons, many are postponing retirement. One main reason is they can't afford to retire," she says. Klein points to a September 2006 report from the Bureau of Labor Statistics showing that employees aged 55 to 64 have low turnover rates and have remained in their current positions almost three times longer than their younger counterparts. The Bureau's study indicates that workers aged 55 to 64 have been with their current employers for a median of 9.3 years, whereas Gen Xers and Millennials have been with their current employers for a median of 2.9 years.
Older workers are less productive, or out of touch with current customer demands. In fact, Klein says her clients report that the workers show a solid work ethic, a desire to demonstrate value to the company, strong problem-solving skills, and effective time management skills. Perhaps most important, boomers have "proven skills and demonstrated experience, values that are especially important in today's increasingly demanding workplace, making boomer candidates the kind of highly motivated employees a company can depend on," she says.
Balancing Work-Life Demands
More and more companies will have to revaluate schedules and corporate structure to attract and retain skilled workers of all ages.
"Companies will find that boomers are going to want the same thing as the younger generation, because they are at a point in their lives where they don't want to work 70 hours a week. Companies need to come up with solutions, whether it's job-sharing, sabbaticals, or flex time," she says.
As soon as companies feel the bottom-line impact, she notes, they are going to be forced to make these changes.
"You have to manage people differently, but any employer that doesn't pay attention to the overall trends is going to be in trouble because the demographic of available talent is changing," says Klein.
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Employers see 50+ workers as golden asset
Taken from The Denver Post; Sunday January 28th 2007.
Third in a series of articles on Job Success 2007 .
By Doug McPherson
Being 50 and older can be nifty, if you’re looking for a job.
“They bring experience, and with that comes better judgment, better productivity and better customer service, said Stephanie Klein, president of The Boomer Group. “What company doesn’t need those attributes?
Her Denver recruitment and placement agency focuses on baby boomer-age workers, born after World War II and before the Vietnam War (1946 to 1964).
They are among the four generations at work in today’s labor market. “That’s never happened before, and I think older workers will be needed even more. We’re expecting a short-age of 10 million workers by 2010, said Colorado Human Resources Association President Kathleen Winsor-Grimes. She owns The Winsor Group, a coaching and executive search firm in Denver.
While she sees less age discrimination now, she urges experienced, retired or senior job-hunters to brush up their skills and appearance to “not make it look like you peaked 10 years ago.
“Workers need to focus on the problems they solved, and how they either made or saved money for a former employer, she said. “Document accomplishments, and continually update your skills with classes and certifications.
What won’t appeal to recruiters and silver workers “dressed like it’s 1982 and their tactics are 1982 and they’re angry and have a chip on their shoulder, Klein said.
“The fact that they’re not getting a job has much less to do with their age and more with who they are and how they come across, she said. “Practice interviewing and regularly check you attitude. Be vibrant and energetic.
Here is more advice for 50+ plus workers from Tim Wollerman, manager of work force resources for the American Association of Retired Persons in Washington, D.C.:
Adopt a positive attitude
Leverage experience to match career objectives
Network, and not just with those in your own age group
Use online job boards and create an electronic copy of your resume
Avoid these job-hunting mistakes:
Underestimating your value
Not recognizing your transferable skills
Not doing enough research and
Not using online resources
Wollerman said job-seekers at any age should tailor their resumes to specific jobs and limit their work history to the last 10 or 15 years of relevant experience. “It is okay to leave off some dates in certain situations. But, don’t hide your experience.
Smart and spirited senior workers with results-packed resumes will stand above routine job-hunters who simply want a job for its medical and other benefits. “That’s becoming a big issue, said Anne Gottlieb Angerman, owner of Career Matters consulting.
“If you want to switch careers, soul-search and find something that’s really satisfying, she said. “I’m seeing a lot of people choose careers in social work, teaching, coaching, and starting businesses as event planners, personal shoppers and personal gardeners.
That advice extended and enhanced the work life of job-hunter Mary “Mippy Kreutzer, 68, of Lakewood. A fund-raiser for nonprofits, after age 55, she had trouble finding employers who would let her advance.
So she contemplated what she was passionate about and identified it: helping others with their health. That led her to open her business selling health products. Kreutzer loves it.
“You can find better jobs, she said. “It’s just a matter of getting out there and working at it.
Doug McPherson is a freelance writer in Centennial.
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Demystifying the Myths of Hiring Older Workers
There are still companies that hold the conventional wisdom that hiring younger employees is the preferred recruiting model. In fact is the opposite may be true. Consider the following myths of hiring an older worker.
Myth #1: Boomers are not a good investment.
The investment in hiring a more mature worker not only pays for itself but will help to offset the costs of training younger candidates, especially those who hop jobs and industries with frequency and pride.
Boomers’ aged 50-65 stay on the job an average of 15 years.
Myth #2: Older workers are unproductive
Towers Perrin, a Human Resource consulting firm, released a comprehensive study on the value of older workers. The research showed the productivity of older workers meant they were very cost effective. The report also highlighted older workers tendency to be highly engaged in their work and motivated to exceed expectations on the job.
Because of past experiences older workers are more confident and tend to have better decision making skills.
Older worker’s transferable skill sets and experience are what make the older worker more valuable.
Myth #3: Older workers cost more
Yes, salaries and healthcare costs may be slightly higher, but if you factor in the cost of decreased turnover and the decreased cost of training, the older worker is still a bargain.
Older workers tend to have lower absenteeism rates. Older workers will typically not miss work for illness, the ‘perfect ski day’, a concert or for a sick child (they are grown and out of the house).
Myth #4: Older workers are out of touch with current customer demands and trends;
As the population is aging, the products and services offered by most companies need to appeal and accommodate the needs of their older and more mature customer base. Who else but the older worker knows how to create and identify programs to do that best?
- Boomers are loyal and dedicated and able to handle crises calmly and have a strong appreciation for providing excellent customer service.
Myth #5: Older workers, once hired, will be bored and leave as soon as another more senior level job becomes available.
- Some older workers are seeking senior level, responsibility laden career opportunities. Others however, are seeking a position where they can add value, enjoy their work, but job advancement is not their primary motivation. Each person is unique and brings a different perspective and motivation to work.
Bottom line, successful organizations recognize that it takes all kinds of employees to make a successful and profitable business. Moreover, many employers are discovering that hiring older workers makes good, strategic business sense.
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Older Workers More Loyal to Employers
By: Leslie Taylor
INC. Magazine
Published September 13, 2006
Workers 55 to 64 have been in their current jobs roughly three times as long as their younger counterparts. Employers who are looking to reduce turnover might want to consider hiring older workers, not recent college graduates, according to a new study.
The study, released Friday by the Bureau of Labor Statistics, shows that workers ages 55 to 64 have been with their current employers a median of 9.3 years, while workers ages 25 to 34 have a median tenure of only 2.9 years.
HR professionals say the mix of atight labor marketand baby boomers postponing retirement has encouraged employers to hire andretain experienced older workers.
"We've definitely seen that older workers are more loyal," said Sara Jung of the Astra Group, an Overland Park, Kan.-based company that provides back-office HR services including recruitment. "Younger workers are more likely to jump ship if they get a more attractive offer."
Jung said she suspects that younger workers are lured to new opportunities by higher salaries and greater responsibility, because retirement benefits and other non-salary compensation matter less to them than to their older counterparts.
"Younger workers care more about the upfront compensation," Jung said. "They don't care as much about the benefits that come along with the salary."
Kevin Marasco, vice president of marketing at Jacksonville, Fla.-based Vurv Technology, a provider of Web-based workforce-management systems, explained that younger employees manage their careers as they would an investment. Just as they want to buy and sell a stock at the right time, younger workers want to build career equity by joining and leaving the right jobs at the right time.
"They are also diversifying their portfolio in many cases -- trying to get experience at large and small firms or U.S. and international firms," Marasco said. "They are taking a strategic approach to building their career by using one job as a launch pad for the next."
Workers over 50, however, cite health-care coverage and competitive retirement benefits as their greatest financial incentives, according to a 2005 survey conducted by Towers Perrin for the AARP.
Michael Alter, president of SurePayroll, a Glenview, Ill.-based firm that offers payroll services for small businesses, said that trends in the marketplace lead him to believe that older individuals have more job opportunities now than they may have in the past. However, he suspects the tenure statistics are partially an artifact of aging.
"Jobtenure for 9- to 15-year-olds will be zero," Alter said. "They just haven't had the years to accumulate any tenure. Because older individuals are older, they have had more opportunity to secure a longer tenure."
Alter speculates that older workers also have longer tenure because their past experiences help them choose positions that better suit them.
"For young workers, there'saprocess of learning what they like and dislike in a job," he said. "Older workers are more discriminating in choosing jobs. They are more likely to be happy with the employer they choose, and that will lead to longer tenure"
The expenses associated with employee turnover cost companies an estimated 25% to 150% of an individual's annual compensation. Aside from the actual cost of hiring and training new employees, turnover can also contribute to customer-service disruption, declines in morale among remaining employees, and loss of "corporate memory." Turnover has the highest cost in jobs requiring specialized skills, such as nursing and information technology.
While older employees' loyalty may reduce turnover costs, hiring managers still view older workers as a double-edged sword, according to Jennifer Pearce, director of corporate development at Clovis, a Bethesda, Md.-based recruiting and staffing firm.
Pearce noted that although older workers' loyalty, stability, and knowledge are very attractive to organizations, many employers still fear losing older employees toretirement.
"There is an internal struggle within many organizations on whether to invest now in Generation X and Y employees, or to reap sometimes more immediate returns on their investment with the boomers," Pearce said.
Yet, as baby boomers begin to retire, the stage is set for an acute labor shortage. As the pool of qualified workers dwindles and the race for talent intensifies, employers may come to perceive older workers' loyalty as an irreplaceable asset.
"A huge part of the workplace is disappearing at a rapid rate," Alter said. "For those individuals who are older, this creates more opportunities."
And Marasco noted that the shrinking workforce will make employee retention an increasingly important issue.
"Now, more than ever, you have to show [employees] how they can progress and build career equity in your company -- otherwise you better have a good talent pool and succession plan in place," he said.
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Employers go for wise, versatile, gold
By Doug McPherson, Denver Post
Posted on: 2006-05-14
Employers are finding the contrasts between young workers and silver employees are stark. In many cases, employers prefer age over newbies.
For example, employer Diane Carter was astonished recently when a new hire in her 20s requested that Carter not ask her any questions before noon. Why? The newcomer wasn't a 'morning person' and found that inquiries before noon were just too stressful. "It stunned me," said Carter, president and CEO of the American Association of Nurse Assessment Coordinators. "I had to laugh . . . . I said, 'Well, maybe I should just pay you from noon until 5." To Carter, who has seven baby boomers on her nine-person staff of mostly program managers, the contrasts between younger and older workers are downright eye-popping. In perhaps another surprise, she has plenty of praise for baby boomers.
Boomers 'get it'
"They understand organizational behavior, that work is about the customer and not about themselves. They're reliable, flexible. They have solid values that translate well to the workplace. They pitch in and they understand teamwork," she said. "All that's missing in younger workers. They have a sense of entitlement that older workers don't have and really don't even understand."
Evidently, other employers approve of baby boomers' on-the-job traits. Reportedly, Americans 55 and older landed nearly 3 million jobs in the past three years; more than 2 million positions were full-time. And that's good news locally, because Denver is the baby boomer capital of America with the highest percentage of boomer-age residents of any US. city.
But, is the age of age discrimination in the workplace over? Some say the balance of power now favors older workers. "Ironically, now the minority are persons age 40," said Chuck Passaglia, a local employment attorney. "The most common complaint I get . . . is that only those 40 and older are protected." Data show complaints of age discrimination are declining. Last year, the federal Economic Employment Opportunity Commission received 16,585 complaints, down from a record 19,921 in 2002. Nevertheless, Passaglia said that requests for age related information from a prospective employer, such as for a candidate's school graduation date, "should be closely scrutinized."
Despite praise for older folks, employment specialists say finding a job is not a slam dunk for these experienced players.
Old and young, alike, sometimes need help finding employment, said Stephanie Klein, president of the Boomer Group Inc., a Denver-based placement agency for baby boomers. "I've seen some boomers who have the attitude that because they're older, the world owes them a job. That attitude won't do well in the job market" Klein said. Still, she is seeing more appreciation than ever for baby boomers. Industries with a special interest in silver workers include insurance, banking, oil and gas, telecom and construction sectors.
The University of Colorado Hospital Authority and Pinnacol Assurance both in Denver, were honored in 2005 by American Association of Retired Persons as best employers for workers over age 50. Pinnacol, which has 131 workers (24 percent) aged 50-plus workers, appreciates their experience, and work ethic, said Margie McCarthy, director of public relations. In return, the company offers them flexible time off, its traditional pension plan, job training and on site wellness center." All of these items are important to our older workers," she said.
"They know what amazing customer service is," said UC Hospital's Mary Furman of its senior staffers. The hospital offers flexible work schedules and wellness benefits to older employees who work a minimum of 20 hours a week. "An individual could have retired from one company and still qualify for our retirement programs," she said.
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The Future begins now:
“ Many experts predict that in just five years over one-third of the workforce will be over the age of 50. The Herman Group has been on the case. Quoting Elaine Chao, US Secretary of Labor, "Nowhere is the case stronger for tapping the strengths of older workers than with employers facing the skills gap. Everywhere I go, employers tell me they are having difficulty finding workers with the right skill sets for the jobs they have to offer." Since January 2001, the biggest job growth has been among those 55 and older, with 3.2 million new workers from that group, according to the U.S. Bureau of Labor Statistics. Older workers can fill employers' needs and will be in high demand during the balance of this decade and beyond. Http://hermangroup.com Excerpt found 8/12/05.
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What's Next? Most Baby Boomers Aren't Ready for a Permanent Vacation
Excerpts taken from Jobing .com on line article
Planning ahead is ingrained in most of us from the time we start college. We plan for our first job, for the smart career moves we’ll make as we move up the corporate ladder and for where we’d like to be in 20 years. But are many working Americans missing the boat when it comes to planning for the equally important years of 60 and over? According to the experts at leading global career management services company Lee Hecht Harrison, that is the growing trend. “People generally do a good job of career planning, but don’t put as much thought into strategies for career/life planning when they hit what is commonly thought of as retirement age, says Bill Wells, senior vice president and managing director of the company’s Denver, Portland and Seattle offices. “We’re finding that many older professionals today are healthier, living longer and choosing alternatives to conventional retirement. For both financial and personal reasons, they want to develop a roadmap to make the next phase of their life both rewarding and meaningful.
These Baby Boomers represent one-third of the U.S. population—76 million of them were born between 1946 and 1964 and they will begin reaching retirement age in the next few years. According to a recent Wall Street Journal article titled “The Great American Retirement Quiz, there are currently more than 4.5 million workers who are age 65-plus still in the workforce, and 68 percent of all of today’s workers say they plan to work in some capacity even after they retire.
“In the generation preceding the Baby Boomers, more people were able to retire at 65 and not work again for a number of reasons, says Wells. “Many retired after a one-company career, which is a rarity in the current job market. In relative terms, employment and Social Security benefits were also very different. Additionally, the stereotypical idea of retirement as a phase of life devoted solely to leisure is financially impossible for many. Rather, today’s successful professionals choose to remain in the workforce and take on consulting roles, entrepreneurial options or portfolio careers that will be personally rewarding for many years to come.
For these reasons, Wells recommends disciplined planning for the later phase of your life. “It’s widely recognized that individuals must start their financial planning early, he says. “Crucial savings are needed to achieve a healthy work-life balance later in life.
Meanwhile, many companies are gearing up for the mass exodus that is expected when Boomers reach retirement age and are concerned about the loss of the vast resource of years of skills, experience and knowledge that this part of the workforce represents. Wells suggests that those planning for this phase of their lives and careers redefine work to fit their individual needs and leverage that into staying on as a part-time employee or working as a consultant. “It’s possible to plan ahead for a solution that will help stave off the expected labor shortage that experts are predicting when the Boomers retire, allow organizations to utilize the talents of older workers after the conventional retirement age and create a happy and fulfilling ‘retirement’ for today’s vital older workforce, says Wells.
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Older Workers More Willing Than Young to Accept Change, Says New Study
March 11, 2005 - Older workers are more inclined and interested in making changes to benefit the organization than younger workers, says a researcher at Louisiana State University.
Conventional wisdom says that technology is the province to the young and that older workers are negatively affected by constant changes in the computerization of business functions.
These stereotypes about aging employees are simply not true and prevent companies from benefiting from their knowledge and experience, says Dr. Tracey Rizzuto, assistant professor of psychology.
"There is some research that shows older workers may not be as quick in learning new technology skills as younger people, but this study shows the commitment and willingness to learn is stronger among the older workers," Rizzuto said.
Workers are getting older and within five years 20 percent of the workforce will be more than 55, says the U. S. Bureau of Labor Statistics.
When the state of Pennsylvania three years ago upgraded its computer systems to streamline and standardize key business processes, Rizzuto wondered how older workers would fare in adapting to the new technology.
Concentrating on the state's purchasing agents' willingness to learn the new systems as well as their motivation, commitment and satisfaction in accepting the changes, Rizzuto found plenty of reasons to dispel some of the myths about older workers. Of more than 360 people surveyed, nearly 60 percent were 46 or older and ll percent were over 55.
Contrary to common belief, Rizzuto found that older workers exhibited more willingness to learn the new technology than their younger counterparts. "That went against what I had expected," she said, admitting that perhaps she held some stereotypes about older workers. "Sometimes the news is not in the expected, but lies in the unexpected."
Veteran employees were more "fired up" about the changes, Rizzuto observed, adding that most, though not all, were supportive of the new systems.
"While there may be some isolated examples of an older worker being resistant to change, this study suggests that is not typical of most older workers surveyed," she said. Older workers saw the value of the changes and felt an obligation and loyalty to their co-workers to learn and implement the new technology.
She suggested that companies provide specialized training programs for older workers to keep them current with new technological procedures.
"It's a small price to pay to retain a valuable segment of the workforce who are teachable and adaptable and who will greatly benefit the organization," she added.
Another plus: older workers tend to feel more devoted to organizational initiatives and share similar values. Therefore, they are more likely to stay with the company rather than change careers as their younger counterparts are more prone to do.
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Neutralize age discrimination - 3 resume tips
Jean Cummings, Personal Brand Reporter
CONCORD, MA -- If you are 55, 48, or even 40 and looking for a job, you are probably wondering if age discrimination will affect you during the hiring process. According to ExecuNet, 84% of executives say that age discrimination is a serious problem, and 65% have encountered it in a job search (an increase of 7% just since 2001). Here are three resumes strategies to get you in the door:
- Dates. Do not list more than the last 10 to 15 years of experience. Avoid listing college and graduate school graduation dates.
- Content. Make the 10-15 years of your most recent experience count by giving concrete examples of how you benefited a company. Include times when your experience and good judgment resulted in fewer false starts and costly errors.
- Strategy. Turn your age into a background issue. Make a strong case that you can meet a business need or "relieve the pain" an executive might be experiencing. Tell them how you can leverage your experience and skills to make money, save money, or solve problems.
Copyright 2004, The Career News
9461 Charleville Blvd. #501 Beverly Hills, CA 90212
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Job market looking brighter for older workers
Abridged: USNews.com
NEW YORK, NY -- Despite the toughest job market in a decade, Americans 55 and over are holding more jobs and are now becoming targets for corporate recruiters. Employment among the 55-plus set jumped nearly 3 million in the past three years, with more than 2 million of that gain in full-time jobs.
Meanwhile, employment of Americans ages 25 to 54 fell by 1.1 million in the same period, and the number working full time has dropped by nearly twice that. That's a marked reversal from previous recessions: Employment of older workers fell by more than half a million from 1989 through 1992, while employment of younger workers leapt by almost 3 million.
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Silver Workforce Worth Gold
Excerpts taken from The Sunday Denver Post, July 4th 2004
In a remarkable reversal of long-held employer attitudes, mature job seekers are enjoying the most robust employment growth among all groups. Members of this group have not only won nearly one million new jobs over the past 12 months, but a new quarterly survey reveals that they are finding jobs one month faster than a year ago, only a tiny bit behind younger workers.
This is the era of the bargain worker-the individual who might require a higher a salary, but who more than offsets it through better productivity, less need for costly and time consuming training, the ability to mentor and less likely hood of job hopping.
Many employers find that older workers are more dedicated, less likely to leave for greener pastures and can provide valuable mentoring to younger workers. One mature employee can complete work that may have taken two or even three younger workers.
It is likely that more employers will change policies to retain their experienced workers. Companies that simply let these workers go will probably see a significant decline in their level of delivered customer service. They may even see some customers take their business elsewhere.
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Old Dogs, New Tricks: Hiring Older Workers
03/31/04
Abridged: Alliance Guidance Magazine
GREENSBORO, NC -- U.S. Bureau of Labor Statistics estimates a shortfall of about 10 million workers within the next seven years. Between 2000 and 2010, the number of Americans between the ages of 55 and 64 will jump 47.2 percent, while those aged 25 to 34 will increase only 2.8 percent. The number of workers aged 35 to 45 will actually drop 13.7 percent.
These statistics send two important messages to small-business owners. First, tough competition for qualified workers will rule the workplace, especially as the economy heats up, and second, hiring and retaining older workers can help small businesses fill job vacancies that require skilled, experienced workers.
AARP noted that companies like Whirlpool, Deer & Co., and Volkswagen of America were among the "Best Employers for Workers Over 50" for 2003. Thus, large corporations are already reacting to the older worker labor trends by implementing programs for the retention and recruitment of employees over the age of 50.
Most boomers not ready to retire
The majority plan to work part or full time because they want to stay active or because of financial or health-benefit needs, says a study.
By Tom McGhee Denver Post Staff Writer
Human-resources expert Stephanie Klein started a job-placement service for older workers after a baby boomer was the only applicant she could find who thrived in a particularly tough job.
"It was a fluke," said Klein, president of The Boomer Group. "I placed somebody that I normally wouldn't have in a position that had nothing but turnover by young people. She fit in so well. Little by little, I started to place only mature people in jobs."
A new Rose Community Foundation study of Denver metro-area residents ranging from 55 to 65 years old suggests that Klein's services will remain in demand. Of the 1,021 people surveyed, only 39 percent plan to retire, with most planning to work either part or full time.
Inadequate retirement savings, stagnating pension benefits and cuts in retirement health benefits will make it necessary for some of them to continue working. Others want to stay active, working in a flexible environment that leaves them time for travel, attending classes and leisure activities. Some want to start their own businesses.
Race, ethnicity and income level all played a part in the findings. Many Latinos, for instance, said they don't identify with the term "boomer."
"When you look at the boomer generation, it is the people who had the opportunity for the best jobs and education, and that is not us," said one 60-year-old Latina quoted in the study.
Only 23.3 percent of African-American respondents expect to be retired in 10 years compared with 33 percent for Latinos and 37 percent of white respondents.
The good news for those who either need or want to continue working is that they will find a serendipitous shortage of workers in government, health care, teaching and other fields, said Marc Freedman, chief executive of Civic Ventures, a think tank and incubator that works on programs involving older workers.
But the study found that many employers are not recruiting or hiring people in this age group. "Ageism reigns fiercely," the study said.
Less than 15 percent of new hires at 54 nonprofits, businesses and government agencies that responded to the survey were between 55 and 65, and most were women.
"There is a common-sense argument for bringing labor supply and demand together. It is not a situation of having to make work for people. It is bringing workers together with jobs," Freedman said.
"This generation wants choice. They almost demand choice," said Sheila Bugdanowitz, of the Rose Community Foundation, a philanthropic organization focusing on programs involving aging and education.
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