This document discusses the plight of older workers and barriers they face in obtaining employment. It begins by defining who older workers are, including a wide range of experiences and education levels. It then examines reasons why older workers are out of work, such as the recession, health issues, and obsolete job skills. Barriers to employment for older workers are explored, such as lack of recent job search experience, ageism myths, and inadequate assistance programs. The document concludes by suggesting ways to help older workers transition back into the workforce, such as targeted training programs, resume assistance, and combating common ageism myths.
Our University (SNDTWU) is a member of UniTwin (http://www.unitwin.net) and as a part of which we have been doing a global project of Unesco IPDC titled "Mapping Educational Strategies for Creating Gender-sensitive Journalism, Media and ICT Curriculums". This presentation was used at the Workshop.
The term diversity often raises controversy, confusion, and tension. What does it mean? Is it the same as affirmative action? Why should you focus on it?
Dimensions of diversity include, but are not limited to: age, ethnicity, ancestry, gender, physical abilities/qualities, race, sexual orientation, educational background, geographic location, income, marital status, military experience, religious beliefs, parental status, and work experience (Loden and Rosener 1991, 18-19).
Our University (SNDTWU) is a member of UniTwin (http://www.unitwin.net) and as a part of which we have been doing a global project of Unesco IPDC titled "Mapping Educational Strategies for Creating Gender-sensitive Journalism, Media and ICT Curriculums". This presentation was used at the Workshop.
The term diversity often raises controversy, confusion, and tension. What does it mean? Is it the same as affirmative action? Why should you focus on it?
Dimensions of diversity include, but are not limited to: age, ethnicity, ancestry, gender, physical abilities/qualities, race, sexual orientation, educational background, geographic location, income, marital status, military experience, religious beliefs, parental status, and work experience (Loden and Rosener 1991, 18-19).
A project report submitted to Amrita Vishwa Vidyapeetham in partial fulfillment of the award of degree of Bachelor of Business Management
Topic : A STUDY ON JOB SATISFACTION OF EMPLOYEES AT PALM FIBRE (INDIA) PRIVATE LIMITED PATHIRAPALLY, ALAPPUZHA
Period : 1st June 2012 to 30th June 2012
HR Project Report on Recruitment & Selection Procedure
HR Project Report on Work Life Balance
HRM Project Report on HR Trends
HR Project Report on Training and Development of Employees.
HR Project Report on Total Quality Management
HR Project Report on Employee Performance Appraisal
HR Project Report on “Performance Appraisal”?
HR Project Report on Job Satisfaction of employees
HR Project Report on Quality Circle of Industries
Project report on Workers Participation in Management
Impact of Training on Employee Performance (Banking Sector Karachi)iosrjce
The purpose of this research is to determine factors that impact training in banks of Karachi and
how they affect employee performance. The study observe that how training needs establish, how effective the
training methods of banks and their influence of employee performance. Literature review revealed that training
is one of the key element that help employees to gain knowledge and confer motivation ad satisfaction. Training
enhance skills and abilities of employees. Through training employee learn teamwork and integrity. On the
other hand, it also contribute positively towards development of employee performance along with other factors.
The research conclusively find that training affects the performance of employees in banks of Karachi. This is
indicate by the training framework which is designed to achieve organization strategic goals. Data was
collected from Banks of Karachi. Random sampling technique is used by researcher to gather responses from
100 employees through questionnaire. Analysis is done by regression and correlation technique. The findings of
research have shown that the factors of training have positive impact on employee performance of banks of
Karachi.
There are assumptions made about people in many categories but this presentation is for the 50+ or nearly 50 job seeker who may be subject to stereotypical views of the more experienced worker. Learn how to get past those views and demonstrate your value.
Strategies on how to attract and retain female talent - LVI Associates.pdfonline Marketing
Covering the state of diversity in the transportation market, LVI Associates Principal Consultant Sarah Davis discusses the challenges hiring managers and job seekers face within engineering, as well as how firms can attract female talent in a competitive market, and the importance of retention. please visit: https://www.lviassociates.com/disciplines/transportation
A project report submitted to Amrita Vishwa Vidyapeetham in partial fulfillment of the award of degree of Bachelor of Business Management
Topic : A STUDY ON JOB SATISFACTION OF EMPLOYEES AT PALM FIBRE (INDIA) PRIVATE LIMITED PATHIRAPALLY, ALAPPUZHA
Period : 1st June 2012 to 30th June 2012
HR Project Report on Recruitment & Selection Procedure
HR Project Report on Work Life Balance
HRM Project Report on HR Trends
HR Project Report on Training and Development of Employees.
HR Project Report on Total Quality Management
HR Project Report on Employee Performance Appraisal
HR Project Report on “Performance Appraisal”?
HR Project Report on Job Satisfaction of employees
HR Project Report on Quality Circle of Industries
Project report on Workers Participation in Management
Impact of Training on Employee Performance (Banking Sector Karachi)iosrjce
The purpose of this research is to determine factors that impact training in banks of Karachi and
how they affect employee performance. The study observe that how training needs establish, how effective the
training methods of banks and their influence of employee performance. Literature review revealed that training
is one of the key element that help employees to gain knowledge and confer motivation ad satisfaction. Training
enhance skills and abilities of employees. Through training employee learn teamwork and integrity. On the
other hand, it also contribute positively towards development of employee performance along with other factors.
The research conclusively find that training affects the performance of employees in banks of Karachi. This is
indicate by the training framework which is designed to achieve organization strategic goals. Data was
collected from Banks of Karachi. Random sampling technique is used by researcher to gather responses from
100 employees through questionnaire. Analysis is done by regression and correlation technique. The findings of
research have shown that the factors of training have positive impact on employee performance of banks of
Karachi.
There are assumptions made about people in many categories but this presentation is for the 50+ or nearly 50 job seeker who may be subject to stereotypical views of the more experienced worker. Learn how to get past those views and demonstrate your value.
Strategies on how to attract and retain female talent - LVI Associates.pdfonline Marketing
Covering the state of diversity in the transportation market, LVI Associates Principal Consultant Sarah Davis discusses the challenges hiring managers and job seekers face within engineering, as well as how firms can attract female talent in a competitive market, and the importance of retention. please visit: https://www.lviassociates.com/disciplines/transportation
How to Attract and Retain Female Talent - LVI Associates.pdfonline Marketing
Covering the state of diversity in the transportation market, LVI Associates Principal Consultant Sarah Davis discusses the challenges hiring managers and job seekers face within engineering, as well as how firms can attract female talent in a competitive market, and the importance of retention. Please visit: https://www.lviassociates.com/blog/2022/09/attract-retain-female-talent-in-engineering
A career is a long-term activity that you are passionate about and enjoy. It's a lifelong journey where you can evolve and grow. A job is a contract or temporary position that you need to work at in order to make money.
There are many reasons why people choose to go down the career path. They want to pursue their passions, they want more control over their life, they want to be able to grow into different roles, or they just want stability.
The choice of whether to pursue a career or not is one that should be made with consideration and thoughtfulness.
We have to think about our careers as a whole, and not just one job. Jobs are changing all the time, and what we do now may not be what we want to do in the future. But if you're able to find a career that you're passionate about, then you'll be happy with your work.
It's important for us to consider how our careers can change over time. Although it is hard for graduates to find a job right away, it's important for them to think about their future and what they want their career path to look like.
A career is a long-term commitment to a profession, company, or organization while a job is a short-term commitment.
A career usually provides stability and security while jobs are usually more temporary and can be lost with little notice.
A job is a paid position that someone may leave at any time. A career is a series of jobs that are related to one another, and that someone may have for many years.
A job is typically temporary, whereas a career can last for decades.
There are a lot of misconceptions about the difference between a job and a career. A job is typically seen as temporary, while a career is more stable. Entry-level jobs are often seen as only being for beginners and not for those who want to advance their careers. However, these notions are outdated and do not reflect the reality of today’s workforce.
This article will explore the differences between jobs and careers, why entry-level jobs can be just as fulfilling as other positions in an organization, and how to move from an entry-level position to something with more potential for growth.
Reverse mentoring is most useful for training in digital technology. For example, let’s say you’re planning an HR digital transformation. You’ll be looking at upskilling a percentage of your current workforce.
Who will do the upskilling? Well, 60% of Generation Z have said they’d use virtual reality as it increases in accessibility; this makes it obvious they have great faith in technology and experience with it.
With that in mind, Gen Z is ideal to lead the training. It will also benefit their self-esteem and give them clear intent. Consider that 42% of Gen Z want to be with an organization that offers them a sense of purpose more than money. That makes them the perfect mentor for willing mentees.
5 Ways to Conquer Unconscious Bias in Diversity Hiring QuekelsBaro
We all fall victim to unconscious bias, so how do we keep it out of our hiring practices and improve organizational diversity? This post examines 5 strategies for handling unconscious bias during recruitment and hiring.
Millennials, Generation Y - born between 1980 - 2000, how they respond to work ethics, their behavior at the workplace, how they like to manage work-life balance, and how the organizations should manage in order to compete in future.
360HR Knowledge Guide - The Science of SelectionDi Pass
HR and recruitment techniques have changed radically over the last decade, with technology advances and social changes bringing about new recruitment tactics and best practices.
360HR has summarised our most recent and on-the-job experience into this handy knowledge guide. You'll find practical ways to improve your recruitment outcomes and sidestep common HR pitfalls.
An overview of why you need a business plan, what you are going to do with it and how to go about building one. This is a companion piece to writing a business plan and is designed to give a first time business plan writer a rational reason for doing so.
Go through effective communication first, then tackle this one if you need to present your products or services. The format used can help you tp present in any medium or platform.
Exploring Career Paths in Cybersecurity for Technical CommunicatorsBen Woelk, CISSP, CPTC
Brief overview of career options in cybersecurity for technical communicators. Includes discussion of my career path, certification options, NICE and NIST resources.
New Explore Careers and College Majors 2024.pdfDr. Mary Askew
Explore Careers and College Majors is a new online, interactive, self-guided career, major and college planning system.
The career system works on all devices!
For more Information, go to https://bit.ly/3SW5w8W
The Impact of Artificial Intelligence on Modern Society.pdfssuser3e63fc
Just a game Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?
This comprehensive program covers essential aspects of performance marketing, growth strategies, and tactics, such as search engine optimization (SEO), pay-per-click (PPC) advertising, content marketing, social media marketing, and more
Want to move your career forward? Looking to build your leadership skills while helping others learn, grow, and improve their skills? Seeking someone who can guide you in achieving these goals?
You can accomplish this through a mentoring partnership. Learn more about the PMISSC Mentoring Program, where you’ll discover the incredible benefits of becoming a mentor or mentee. This program is designed to foster professional growth, enhance skills, and build a strong network within the project management community. Whether you're looking to share your expertise or seeking guidance to advance your career, the PMI Mentoring Program offers valuable opportunities for personal and professional development.
Watch this to learn:
* Overview of the PMISSC Mentoring Program: Mission, vision, and objectives.
* Benefits for Volunteer Mentors: Professional development, networking, personal satisfaction, and recognition.
* Advantages for Mentees: Career advancement, skill development, networking, and confidence building.
* Program Structure and Expectations: Mentor-mentee matching process, program phases, and time commitment.
* Success Stories and Testimonials: Inspiring examples from past participants.
* How to Get Involved: Steps to participate and resources available for support throughout the program.
Learn how you can make a difference in the project management community and take the next step in your professional journey.
About Hector Del Castillo
Hector is VP of Professional Development at the PMI Silver Spring Chapter, and CEO of Bold PM. He's a mid-market growth product executive and changemaker. He works with mid-market product-driven software executives to solve their biggest growth problems. He scales product growth, optimizes ops and builds loyal customers. He has reduced customer churn 33%, and boosted sales 47% for clients. He makes a significant impact by building and launching world-changing AI-powered products. If you're looking for an engaging and inspiring speaker to spark creativity and innovation within your organization, set up an appointment to discuss your specific needs and identify a suitable topic to inspire your audience at your next corporate conference, symposium, executive summit, or planning retreat.
About PMI Silver Spring Chapter
We are a branch of the Project Management Institute. We offer a platform for project management professionals in Silver Spring, MD, and the DC/Baltimore metro area. Monthly meetings facilitate networking, knowledge sharing, and professional development. For event details, visit pmissc.org.
135. Reviewer Certificate in Journal of Engineering
The plight of older workers
1. The Plight of Older Workers
A SEMINAR FOR THE BRITISH COLUMBIA
CAREER DEVELOPMENT CONFERENCE
MARCH 9, 2013
2. The Plight of Older Workers
Who are Older Workers?
Why are they out of work?
What barriers do they face?
How can we help them transition back into the work
force?
Why would employers want older workers?
8. OK, so who are they again?
Ordinary folks
Very experienced (25+ years with the same company
and laid off or down sized)
Not very experienced (Empty Nest Spouse returning
to or entering the workforce)
Well Educated (of 15 on one intake there were 5 BAs,
4 MBAs & 3 PHDs)
Not so well educated (didn’t complete high school)
Skilled or unskilled
9. Why are they out of work?
Recession
Relocation
Health
Technology rendered their skill obsolete
Lack of current job search skills
Lack of interview skills
Financial (need a 2nd income)
Insufficient pensions
Lack of certifications
10. The Plight of the Older Worker
BARRIERS TO EMPLOYMENT
WHY DO OLDER WORKERS HAVE MORE
DIFFICULTY FINDING EMPLOYMENT?
11. Barriers to Employment of Older Workers
They have NOT looked for a job in several decades
12. Barriers to Employment of Older Workers
They have NOT looked for a job in several decades
and really don’t know how to go about it.
They have no experience in writing a resume.
13. Barriers to Employment of Older Workers
They have NOT looked for a job in several decades
and really don’t know how to go about it.
They have no experience in writing a resume.
They are blissfully unaware of on line job search
options and are reluctant to use them.
14. Barriers to Employment of Older Workers
They have NOT looked for a job in several decades
and really don’t know how to go about it.
They have no experience in writing a resume.
They are blissfully unaware of on line job search
options and are reluctant to use them.
Skype? Skype interviews? What is that?
15. Barriers to Employment of Older Workers
They have NOT looked for a job in several decades
and really don’t know how to go about it.
They have no experience in writing a resume.
They are blissfully unaware of on line job search
options and are reluctant to use them.
Skype? Skype interviews? What is that?
They have lost track of their self worth.
16. Barriers to Employment of Older Workers
They have NOT looked for a job in several decades
and really don’t know how to go about it.
They have no experience in writing a resume.
They are blissfully unaware of on line job search
options and are reluctant to use them.
Skype? Skype interviews? What is that?
They have lost track of their self worth.
Some of them are technologically challenged.
17. Barriers to Employment of Older Workers
They have NOT looked for a job in several decades
and really don’t know how to go about it.
They have no experience in writing a resume.
They are blissfully unaware of on line job search
options and are reluctant to use them.
Skype? Skype interviews? What is that?
They have lost track of their self worth.
Some of them are technologically challenged.
Uncomfortable doing face to face networking.
19. Barriers to Employment of Older Workers
Over Qualified for many jobs.
Under Qualified for other jobs.
20. Barriers to Employment of Older Workers
Over Qualified for many jobs.
Under Qualified for other jobs.
Lack of Certifications.
21. Barriers to Employment of Older Workers
Over Qualified for many jobs.
Under Qualified for other jobs.
Lack of Certifications.
Have had no practice being interviewed.
22. Barriers to Employment of Older Workers
Over Qualified for many jobs.
Under Qualified for other jobs.
Lack of Certifications.
Have had no practice being interviewed.
More people fear public speaking than fear death.
23. Barriers to Employment of Older Workers
Over Qualified for many jobs.
Under Qualified for other jobs.
Lack of Certifications.
Have had no practice being interviewed.
More people fear public speaking than fear death.
Job skills have been rendered obsolete.
24. Barriers to Employment of Older Workers
Over Qualified for many jobs.
Under Qualified for other jobs.
Lack of Certifications.
Have had no practice being interviewed.
More people fear public speaking than fear death.
Job skills have been rendered obsolete.
Inadequate programs available to assist them.
25. Barriers to Employment of Older Workers
Over Qualified for many jobs.
Under Qualified for other jobs.
Lack of Certifications.
Have had no practice being interviewed.
More people fear public speaking than fear death.
Job skills have been rendered obsolete.
Inadequate programs available to assist them.
Feelings of isolation.
26. Barriers to Employment of Older Workers
Over Qualified for many jobs.
Under Qualified for other jobs.
Lack of Certifications.
Have had no practice being interviewed.
More people fear public speaking than fear death.
Job skills have been rendered obsolete.
Inadequate programs available to assist them.
Feelings of isolation.
Ageism Myths
27. Inadequate Programs for Older Workers
Qualifications Training Options Offered
Silveculturalist Flag Person
30+ Years in the Forestry Fork Lift Operator
Industry Security Guard
Reforestation Expert Care Aide
Executive Management Hospitality Worker
$50K plus/year CPR
No longer physically able WHMIS
to work in the slash. Food Safe
28. The Plight of Older Workers
WHAT CAN WE DO TO HELP THE OLDER
WORKER TRANSITION BACK INTO THE WORK
FORCE?
29. Programs to Assist Older Workers
Targeted Initiative for
Federal
Older Workers (TIOW)
9 weeks Internet Training
Resume Writing
Word & Excel Training
Interview Skills
Finding the Hidden
Combating Ageism
Job Market
Training/Certifications
Supports
Networking for Jobs
Age 50 to 67 from rural Alternatives such as
locations with high Self Employment or
unemployment Consulting
30. Programs to Assist Older Workers
Job Options BC Urban
Provincial
Older Workers
11 weeks Assessment of skills
5 weeks in group Employability Skills
6 weeks of one on one Short Term Skills
Up to 6 months of Training
follow up Life Skills Training
NOT EI Eligible Return to Work Action
Available in most Plan
urban regions
31. Aside from those programs, how can we help?
Direct them to free resume templates, provide in house
resume writing classes and/or refer them to professional
resume writers or recruiters.
Provide them with job search web site addresses like
Workoplolis in addition to the Government Sites.
Give them Internet Job Search Training.
Teach them Social Networking Job Search Techniques.
Connect to them on LinkedIn
Refer them to training that coincides with their assessed
skills and is relevant to their career goals
32. More Ways to Help
Encourage them to join Toastmasters
Encourage them to attend local Chamber of
Commerce Networking Events
Encourage them to attend trade shows
Encourage them to reconnect with their previous
employer and their competitors for part time
consulting work
Encourage them to develop former hobbies into
revenue generating businesses
Ask them to explore Temp Agencies
33. Still More Ways to help
Suggest that they volunteer within their community
Conduct mock interviews
Post useful job search hints where your clients can
access them
Provide them with lists of current standard interview
questions
Help them formulate appropriate responses
Provide older workers with FACTS to dispel ageism
MYTHS
36. Ageism: By Definition…
Ageism: an alteration in feeling,
belief, or behaviour in response to an
individual or group’s perceived
chronological age.
It may happen to the young and old
but for the purposes of our
workshop, we’re dealing with just
the older worker.
37. Industry built on “Over the Hill”
Age prejudice is one of the most
socially condoned,
institutionalized forms of
prejudices in the world –
especially in North America
Such cards are often portrayed
as humorous, but the essential
message is that it is undesirable
to get older …
40. Ageism’s Double Standard?
There is strong evidence that other forms of
stereotypes or prejudices favour their own “in-group”
– yet age attitude does not fit this pattern…
For example, Black culture supporting black heritage
Often most of the stereotyping about aging or being
an older worker is related to some negative form of
debilitation, either physical or mental, which is a
precursor to the ultimate outcome of old age, death.
41. Mixed Messages Towards Older Workers
Studies 1.present evidence from research concluding that
people often have contradictory views of older persons
and because of that today’s older workers are sometimes
seen as incompetent - yet warm; thus a basis for the
creation of prejudice against older workers is planted.
Common Statements from Employers:
“You seem really great – but we need…”
“You’ve got lots of experience but you seem a bit overqualified…”
“We hired someone with more experience”
“We need someone that we can train…”
“We need someone that will be around for awhile”
“We probably wouldn’t hire someone like you anymore…”
1. Brewer, Dull, and Lui, 1981; Kite & Johnson, 1988; Hummert 1990)
42. Negative thoughts get planted…
We perceive positive characteristics of the “in-group”
and negative characteristics of the “out-group” to
whichever group we belong.
I.E:: Young people feel older people are slow and opinionated and older people see young
as lacking discipline and thoughtfulness.
Also the “in-group” states things that are positive about
themselves propelling some of the positive
characteristics while diminishing the “out-group”
That type of information starts to become common
knowledge, despite being either “myth” or “fact”:
Example: What’s said communally about: Forgetting:
Youth: “not really interested, or “lack of effort or attention”
Older workers: incompetence or memory failure; “its not what it used to be”
43. AGEISM MYTHS VERSUS FACT
MYTH FACT
Reality Check: The costs of more
MYTH: Older vacation time and pensions are often
outweighed by low turnover among
workers are too older workers, while higher turnover
among other groups translates into
expensive. recruiting, hiring, and training
expenses.
And while individual health,
disability and life insurance costs do
rise slowly with age, they are offset
by lower costs due to fewer
dependents.
Overall, fringe benefits stay the same
as a percentage of salary for all age
groups.
44. AGEISM MYTHS VERSUS FACT
MYTH FACT
MYTH: Older Reality: While workers
with tenure are entitled to
workers are more more vacation time and
expensive than pension costs related to
number of years worked,
younger workers. replacing workers is not
cost free.
Aetna Insurance Company
did a study of this issue and
discovered these factors
added 93% to the first
year's salary of new
employees.
45. AGEISM MYTHS VERSUS FACT
MYTH FACT
Older workers are less likely to
MYTH: Older job hop, and reduced turnover
workers are more can reduce employer expenses.
Many older workers have
expensive than insurance from prior employers
or from a Chamber of Commerce
younger workers. or are covered by a working
spouse. Some may have retired
from another career and receive a
pension or other retirement
income. Older employees may be
willing to work for less pay and
benefits to have a rewarding job
with flexible hours, use of their
skills, and opportunities to
interact with others.
46. AGEISM MYTHS VERSUS FACT
MYTH FACT
Productivity is not a function of
Myth : Older age. Mature workers produce
workers are less higher quality work, which can
result in a significant cost savings
productive than for employers.
younger workers. Stories abound of highly
committed older workers finding
others’ potentially costly
mistakes regarding everything
from misspelling of client names
to pricing errors and accounting
mistakes.
47. AGEISM MYTHS VERSUS FACT
MYTH FACT
Older workers have a high level of
Myth : Older productivity for several reasons.
They often have highly developed
workers are less writing and math skills and a lifetime
of experiences to draw upon.
productive than Their maturity gives them stability
younger workers. and an improved ability to relate to
others, and they waste less time.
Why is that? In addition, they are more flexible
about working hours and often
willing to work part time.
48. AGEISM MYTHS VERSUS FACT
MYTH FACT
Myth: Training older The future work life of an
employee over 50 usually
workers is a lost exceeds the life of new
investment because technology for which the
workers are trained.
they will not stay on The American Association
the job for long. of Retired Persons (AARP)
survey of workers over 40
found that 76 percent
intend to keep working and
earning after the
traditional retirement age
of 65.
49. AGEISM MYTHS VERSUS FACT
MYTH FACT
MYTH: Older Older workers have
superior study habits and
workers can’t learn their accumulated
as well as younger experience actually
workers. lowers training costs.
Older workers are
generally eager to learn
new skills – especially
technological skills.
They want to keep pace
with change.
50. AGEISM MYTHS VERSUS FACT
MYTH FACT
MYTH: Older Those over 50 are
workers can’t learn proving their ability to
learn new skills by
as well as younger becoming the fastest
workers. growing group of
Internet users.
Career-changers in their
50s and 60s are taking
courses to enhance their
skills.
51. AGEISM MYTHS VERSUS FACT
MYTH FACT
The fastest growing group of
MYTH: Older Internet users is over age 50.
workers can’t learn According to a Harvard
as well as younger University study, the ability to
use an accumulated body of
workers. knowledge keeps rising
throughout the lifetimes of
healthy people. It is true that
the most effective ways to
learn may be different for
older workers than others.
Experiential learning has
proven to be of greatest value
with this group.
52. AGEISM MYTHS VERSUS FACT
MYTH FACT
MYTH: Older Studies show only
workers can’t learn negligible loss of
cognitive function of
as well as younger people under 70. While
workers. older workers take longer
Myth: You can't teach to absorb completely new
an old dog new tricks. material, their better
study attitudes and
accumulated experience
lower training costs.
53. AGEISM MYTHS VERSUS FACT
MYTH FACT
After realizing that half of their customers
MYTH: Customers were over 50, Borders decided that the
best way to increase its market share was
don’t respond well to stress personal service and to hire
employees who could relate better to its
to older sales and customer base.
There was an added bonus! Turns out that
service workers. turnover among their workers over 50 is
10 times less than for those under 30.
Reduced turnover costs and consistent
service staff naturally led to increased
profits.
Here’s another plus. Extensive research
indicates that verbal communication, a
critical customer service skill, actually
increases with age.
54. AGEISM MYTHS VERSUS FACT
MYTH FACT
FACT… OUCH. This myth is far too
MYTH: Older close to the truth for many. However,
once you meet their requirements,
workers will NOT temporary staffing firms offer health care
benefit participation at greatly reduced
be able to find rates over the cost of insurance you can
buy on your own.
healthcare coverage Temping is a growing source of
opportunity for people seeking regular,
long-term employment. It is a door that is
anywhere but in open when all other doors of opportunity
seem closed.
traditional, full- Joining your local Chamber of Commerce
not only allows you to network for jobs or
time jobs. clients, it also offers optional Health Care
Coverage at reasonable rates comparable
to the group rates you got at work.
55. AGEISM MYTHS VERSUS FACT
MYTH FACT
MYTH: Older Because they've seen
workers aren’t as many approaches fail
creative or as in the workplace, they
innovative as are more likely to
question change but
younger workers. they can accept new
approaches as well as
younger workers can as
long as the rationale is
explained.
56. AGEISM MYTHS VERSUS FACT
MYTH FACT
MYTH: Older … The National Study
workers can only do of the Changing
what they have Workforce found that
always done. workers 50 or older are
much more likely than
younger cohorts to run
a small business.
57. AGEISM MYTHS VERSUS FACT
MYTH FACT
Myth: Older Attendance records
workers take more are actually better for
sick days than older workers than for
younger workers. younger ones. In fact,
according to Health
Canada, 80 percent of
all older workers have
no chronic health
problems.
58. AGEISM MYTHS VERSUS FACT
MYTH FACT
While individual older
Myth: Benefit and worker's health, disability and
accident costs are life insurance costs do rise
slowly with age, they are
higher for older offset by lower costs due to
workers. fewer dependents.
Overall, fringe benefits costs
stay the same as a percentage
of salary for all age groups.
Older workers take fewer
risks in accident prone
situations and statistically
have lower accident rates than
other age groups.
59. AGEISM MYTHS VERSUS FACT
MYTH FACT
Older workers account for
Myth: Older only eight percent of
workers have more workplace injuries, according
to the Canadian Centre for
accidents. Occupation Health and
Safety.
Statistically, older workers
have lower accident rates than
other groups – probably
because experience has taught
them not to take risks where
workplace safety is concerned.
60. AGEISM MYTHS VERSUS FACT
MYTH FACT
Older workers value
Myth: Older dependability and show lower
workers are absent rates of absenteeism
compared to younger
frequently due to workers.
health issues, or They have a strong work
ethic, value punctuality, and
they face are less likely to need to stay
impairment in their home to care for sick children.
Most are healthy themselves;
jobs 80% of those 55-64 and 66%
of those 65+ rated their
health as good or excellent.
61. AGEISM MYTHS VERSUS FACT
MYTH FACT
MYTH: Older Many have reached an
workers do not age where quality of
want to accept less life becomes more
pay and less important than money.
responsibility. Others have been out
of work long enough to
be grateful for any job
they manage to get.
62. AGEISM MYTHS VERSUS FACT
MYTH FACT
Myth: Older Who do you think
workers don’t invented these things
anyway?
possess the same
Baby boomers have been
level of tech skills as working with technology
younger workers. since the 80s.
Most employees only
need to master the
technology needed to do
their job.
64. SOURCES
1Government of Alberta (2010). Engaging the Mature Worker: An Action Plan for Alberta. Retrieved on July
21, 2011
Institute of Electrical and Electronics Engineers
Justlists.com
(ref: Overcoming Myths About Older Workers Flash Cards at http://www.AgelessInAmerica.com )
The American Association of Retired Persons (AARP)
Business Week,
Health Canada
Statistics Canada
Canadian Centre for Occupation Health and Safety.
Bureau of Labor Statistics.
The Center on Aging & Work/Workplace Flexibility at Boston College
LESLIE AYRES, THE JOB SEARCH GURU
Duke University
Wharton School of Business at the University of Pennsylvania
http://www.aging.unc.edu/groups/work/forum2008/
Source: American Business and Older Employees. AARP.
Washington DC: 2000; Bureau of Labor Statistics
1Government of Alberta (2010). Engaging the Mature Worker: An Action Plan for Alberta. Retrieved on July
21, 2011
Fraser Valley Training Group
Targeted Initiative for Older Workers
Job Options BC Urban Older Workers
65. Thank You For Attending
Fraser Valley Training Group
(Wyvern Segreant Training &
Consulting)
Richard@idothat.ca
604-649-1181
http://ca.linkedin.com/pu
b/richard-
lindfield/1a/757/38a/
LinkedIn Training
Social Media Strategies
Program Management