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Managing the older worker: how to prepare for the new organizational order

By: Cappelli, Peter.
Contributor(s): Novelli, William D.
Publisher: Boston Harvard Business Review Press 2010Description: xx, 208 p.ISBN: 9781422131657.Subject(s): Older people - Employment | Age and employment | Personnel managementDDC classification: 658.300846 Summary: Your organization needs older workers more than ever: They transfer knowledge between generations, transmit your companys values to new hires, make excellent mentors for younger employees, and provide a just in time workforce for special projects. Yet more of these workers are reporting to people younger than they are. This presents unfamiliar challenges that if ignored can prevent you from attracting, retaining, and engaging older employees. In Managing the Older Worker, Peter Cappelli and William Novelli explain how companies and younger managers can maximize the value provided by older workers. The key? Recognize that boomers needs differ from younger generations and adapt your management practices accordingly. For instance: Lead with mission: As employees age, they become more altruistic. Emphasize the positive impact of older workers efforts on the world around them. Forge social connections: Many older employees keep working to maintain social relationships. Offer tasks that require interaction with others. Provide different benefits: Tailor benefits such as elder care insurance programs or discount medication to older workers interests. Drawing on research in management, psychology, and other disciplines, Managing the Older Worker reveals who your older workers are, what they want, and how to manage them for maximum value.
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Books Vikram Sarabhai Library
Slot 1931 (2 Floor, East Wing) 658.300846 C2M2 (Browse shelf) Available 170990

Your organization needs older workers more than ever: They transfer knowledge between generations, transmit your companys values to new hires, make excellent mentors for younger employees, and provide a just in time workforce for special projects. Yet more of these workers are reporting to people younger than they are. This presents unfamiliar challenges that if ignored can prevent you from attracting, retaining, and engaging older employees. In Managing the Older Worker, Peter Cappelli and William Novelli explain how companies and younger managers can maximize the value provided by older workers. The key? Recognize that boomers needs differ from younger generations and adapt your management practices accordingly. For instance: Lead with mission: As employees age, they become more altruistic. Emphasize the positive impact of older workers efforts on the world around them. Forge social connections: Many older employees keep working to maintain social relationships. Offer tasks that require interaction with others. Provide different benefits: Tailor benefits such as elder care insurance programs or discount medication to older workers interests. Drawing on research in management, psychology, and other disciplines, Managing the Older Worker reveals who your older workers are, what they want, and how to manage them for maximum value.

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