Mdtnshrm Managing An Aging Workforce
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At the Middle Tennessee SHRM luncheon on April 23, 2009, we discussed Managing an Aging Workforce. The attached PowerPoint Presentation highlights the key points of our discussion from a legal and human resources prospective.
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![Managing An Aging Workforce Presented By M. Kim Vance [email_address] Baker Donelson Bearman Caldwell & Berkowitz, P.C. (615) 726-5600](https://image.slidesharecdn.com/mdtnshrmmanaginganagingworkforce-124056630014-phpapp02/85/Mdtnshrm-Managing-An-Aging-Workforce-1-320.jpg)
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Gen Y's Characteristic
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DEMYSTIFYING GEN Y OR 5 THINGS YOU NEED TO KNOW TO UNDERSTAND AND LEAD MILLEN...
DEMYSTIFYING GEN Y OR 5 THINGS YOU NEED TO KNOW TO UNDERSTAND AND LEAD MILLENIALS @CONSTANZE BUCHHEIM
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Increasing Age Diversity In The Workplace (Case#2, Chapter#2)
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Improving Retention of Millennial Teachers Through Effective Induction Practi...
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Generational Differences In Workplace [Supervisory Training}
This is a presentation I did for a group of 15 supervisors.
It is an interactive training session which requires an experienced facilitator. It is a great way to present generational differences using input from the group you are training. You can send the survey to participants in advance and add your company's demographics to the presentation to make it even more effective
Diversities
The document discusses age diversity in the workplace. It notes that age diversity exists in many settings due to people being at different stages in their careers and life. While older workers are seen as loyal and hardworking, younger workers are innovative. However, these are stereotypes that can cause conflict. Both older and younger workers share core values like family and want respect. Age diversity will only increase in the future so companies must find ways to transfer knowledge between generations to thrive.
Diversity management
The document discusses diversity management in the workplace. It covers topics like multicultural skills building, promoting collaboration, advantages of managing diversity well, discrimination, gender barriers, persons with disabilities, older employees, and generational differences at work. It provides strategies for being a leader in a diverse workplace and developing skills to build productive relationships with all types of people from different cultural backgrounds.
A lesson on workplace motivation 2017
The document discusses Thomas Watson, the founder of IBM, who did not fire a senior manager who made a costly $3 million mistake, saying "You don’t think I would let you go after I just spent $3Million to train you." This story illustrates IBM's culture of investing in developing and retaining employees, even after costly mistakes, rather than immediately terminating them.
The Business Of Generations 11 10 09
It raises the question of whether a company\'s managers are prepared to meet the demands of the next two generations
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Career assistance for older workers
This document provides information and guidance for career advisors working with baby boomer clients over 50. It discusses establishing rapport, understanding the characteristics and barriers this population faces, and addressing myths and stereotypes about older workers. Helpful tools for advisors include assessing strengths, weaknesses, opportunities, and threats (SWOT analysis), Myers-Briggs Type Indicator (MBTI) assessments, and exploring "encore careers" that combine income, purpose and impact in the second half of life. The goal is to effectively assist older workers in finding new careers, jobs and education as this population faces longer unemployment and age discrimination.
D273849
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Running Head DISCRIMINATION .docx
Running Head: DISCRIMINATION 1
Discrimination 8
Discrimination
Name Kizito Ekechukwu
Institution: Capella University
Age Discrimination
Workplace discrimination happens when a person receives cruel or unequal treatment attributable to his or her ethnicity, faith, national origin, disability or military status, or other constitutionally covered characteristics. Race is one of the most significant issues that individuals encounter in the workforce, and it has to be handled with authority. There are growing types of prejudice that most exist in the workforce. One way to express bigotry is to refuse one a position because of one's race or gender or view another negatively because of one's race or gender. Discrimination may contribute to the removal of a career, and probably anything detrimental to oneself or to the provocateur. Age discrimination is a problem today, particularly as employers try to escape having to fund pensions or insurance costs and do so by dismissing older workers who may be about to contribute in their pension or may need medical care. Another explanation is that ageing workers can be compensated more than recent recruits, so it is for this purpose that businesses replace older staff with new ones (Directgov. 2011). This form of reform is in comparison to those who are inherently racist towards older workers who are taking the chance to abolish older employment to usher in fresh blood age prejudice primarily affects the aged (60 +) and younger (14-17) in their early adolescence. Because of their era, many Americans were killed, pushed into retirement or turned away from a job. Employers aged over are discriminated against. Employers are more inclined than the elderly to recruit a worker who is much younger and more desirable. Employers do tend to employ workers who can do the necessary job. This is another form of discrimination toward elderly citizens, if they may be really capable of doing the job. "The 1975 Age Discrimination Act prohibits discrimination in services and practices based on age.
The effect of discrimination among the elderly people is closely related to different cultural attitudes in that most of the people tend to believe that the elderly are not in a position of providing quality work output compared to the young people. Therefore such culture encourages the discrimination practices in different institutions or organizations against the old workers. Nevertheless, when it comes to wages and salaries, the young employees tend to be discriminated through being paid a substantial amount of salary as compared to the old people, yet they are assigned the same duty working along even hours.
Cultural issues
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The Boomer Retirement Time Bomb
IN THIS SUMMARY
Throughout human history, most countries have had more young people than old people. This is no longer true in the United States and is even less true in most western European countries and Japan. Between 2010 and 2040, the numbers of elderly Americans will more than double while the non-elderly population will grow by just ten percent. As the United States workforce ages, some analysts and researchers are projecting a labor shortage and a corresponding job boom in the next decade. As a result, there will be a gap in the availability of an educated and trained pool of skilled workers to fill organizational needs. In The Boomer Retirement Time Bomb, Donald L. Venneberg and Barbara Welss Eversole endeavor to shed some light on the issues connected to retaining, and even recruiting, talent from the pool of senior experienced workers.
SUBSCRIBE TODAY
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Guidelines And Behaviors For Group And Individual Work
1. The document discusses guidelines and behaviors for promoting effective group and individual work in the classroom. It emphasizes creating a safe, welcoming learning environment and providing clear instructions and flexibility.
2. It stresses the importance of building caring relationships with students to foster optimal learning. This involves getting to know students and their diverse backgrounds and needs.
3. The document recommends teachers reflect on their own cultural biases to communicate and manage classrooms sensitively regarding differences in culture, gender, abilities and more. The goal is meeting all students' needs through respectful classroom management.
Ethics in Decision Making
The document discusses business ethics and ethical decision making. It presents several scenarios and analyzes survey responses about how people would respond. Some key points:
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- Scenarios covered issues like firing an underperforming friend, nepotism in hiring, honoring a union strike, and more. Analyses found people generally prioritized work obligations over personal relationships.
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Work and Change
Here is the table with answers:
Employability Skill Example of how the skill is developed at school
Communication Listening to teachers and peers, participating in class discussions, presenting assignments
Teamwork Working collaboratively on group projects, participating in team sports
Problem solving Solving maths problems, conducting science experiments, researching assignments
Initiative Setting goals for assignments, taking responsibility for homework, volunteering for extracurricular activities
Planning and organising Creating timelines for assignments, scheduling study times, organising lockers and books
Self-management Completing assignments by deadlines, attending classes regularly, following school rules
Learning Using different learning techniques like note-taking, asking questions, reflecting on feedback
Technology skills Using computers for
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Mdtnshrm Managing An Aging Workforce
- 1. Managing An Aging Workforce Presented By M. Kim Vance [email_address] Baker Donelson Bearman Caldwell & Berkowitz, P.C. (615) 726-5600
- 3. What is the biggest challenge?
- 4. Managing An Aging Workforce Empower Your Management Team to Manage
- 6. Americans With Disabilities Act Amendments Act Effective January 1, 2009
- 7. Is “age” a disability under the ADA requiring reasonable accommodation? NO.
- 8. But many older workers develop medical conditions that may rise to the level of disabilities particularly under the new ADA amendments. The result is that many older workers may need reasonable accommodations.
- 9. What Is A Reasonable Accommodation? Any change in the work environment or in the way things are customarily done that enables an employee with an ADA disability to perform the essential functions of the job.
- 10. May an employer apply the same quantitative and qualitative requirements for performance to disabled employees? Yes. Lowering or changing a production standard because an employee cannot meet it due to a disability is not considered a reasonable accommodation.
- 11. If an employee’s disability causes violation of a conduct rule, may the employer discipline the individual? Yes, if the conduct rule is job-related and consistent with business necessity. The ADA does not protect employees from the consequences of violating conduct requirements even where the conduct is caused by the disability.
- 13. Does the ADA require that employers exempt employees with disabilities from time and attendance requirements? No. An employer need not completely exempt an employee from time and attendance requirements, grant open-ended schedules (e.g., the ability to arrive or leave whenever the employee’s disability necessitates) or accept irregular, unreliable attendance.
- 14. You must, however, consider whether the FMLA plays a role in the application of attendance policies.
- 16. No Law Requires Special Treatment Just For Older Workers With Regard to Productivity, Quality, or Workplace Conduct Rules
- 18. The New York Times July 26, 2007 “ When Whippersnappers and Geezers Collide”
- 19. “ Hello. W.U.!”
- 20. “ When I was your age . . . “
- 27. Generational Interaction: A n Example Traditionalists and Boomers may have a tendency not to question or challenge authority or the status quo. This may cause confusion and resentment among the Xers and Millenials who have been taught to speak up.
- 37. If the boomers leave the workplace in mass, they will take with them a wealth of talent and institutional knowledge sometimes referred to as the “brain drain.”
- 39. Managing An Aging Workforce Empower Your Management Team to Manage