Seasoned Staff—Next Steps

ASTD 2008 Copyright

Are you ready for act II?
T+D, v62 n7 p32-35 (2008 Jul)
The word retirement used to mean “withdrawal from one’s occupation or from active working life,” but it now has a multitude of meanings, including leaving your current job for entrepreneurship, entering a new phase of life and work, or finding meaning as a volunteer or part-time worker. This article looks at ways to create a retirement strategy by discussing ideas such as deciding what you want to do, creating your own letter of introduction, networking now, looking for volunteer opportunities, and planning your transition.

Reinvent your career and get ready for the next 30 years
T+D, v62 n7 p36-39 (2008 Jul)
The growing shortage of talent will shift power—those who want to work will have more options for reshaping the relationship between employees and employers. This article suggests that if you are among the baby boomer generation or not satisfied with your current work situation that now is the time to consider a reinvention. Here are three core practices for a reinvention 1. explore--new people and new ideas to uncover possibilities; 2. experiment--take small steps in a new direction; and strengthen your edge; 3. consolidate your experiences to build a strong personal reputation, while refreshing your leading edge working toward your greatest value.

Safeguarding the intellectual capital of baby boomers
T+D, v62 n4 p30-33 (2008 Apr)
This article offers strategies employers can introduce immediately to help retain Baby Boom employees and maximize knowledge transfer as departures occur. Current literature states that the energy levels of older employees has changed over the years and their desire to contribute remains high. Boomers hope for greater employer flexibility in work schedules and work arrangements to meet their needs. In return, Boomers will offer; loyalty and commitment to the organization along with their knowledge, skill, and expertise.

Flexible phase-out
 T+D, v62 n4 p34-37 (2008 Apr)
According to this article, shorter and flexible work hours, increased telecommuting,  and job sharing are among the work arrangements of interest to retirement-aged employees looking to transition to full and complete retirement in the future. Changing how employers promote continued employment will have its challenges but the long-term benefits will pay off. Employers need to be able to define new roles for seasoned workers--coach or consultant, to understand employee concerns about health care coverage, and the legal aspects of incentives for older workers.

Facing retirement--now what?
T+D, v61 n9 p76-78 (2007 Sep)
Planning the next stage of one's career and life is becoming a priority for the baby boom generation. Topics such as finances, health, staying in the workforce, becoming an entrepreneur, and maximizing social and volunteer activities are discussed.

What generation gap?
T+D, v61 n11 p10-11 (2007 Nov)
Intelligence. Are generational differences more fiction than fact? The research done by Jennifer Deal, author of "Retiring the Generation Gap," and  SHRM data suggest the gap is more myth than reality. The article asserts there will always be tension or conflict between generations; the best course of action a company can take is to create a climate of respect for all groups. A sidebar containing 10 generational truths is presented.

'Old' is new again
T+D, v61 n12 p12-13 (2007 Dec)
The Taskforce on the Aging of the American Workforce is due to present a report on aging workers that covers employers' response to aging workers/skilled worker  shortages,  individual  employment opportunities, and legal and regulatory issues related to work and retirement. The article summarizes the draft recommendations from this report and mentioned reports from  AARP  which examine the demographic and economic trends of the maturing workforce. In a sidebar, the creation of the National Fund for Workforce Solutions, a newly formed and funded partnership is described.

Wit and wisdom walking
T+D, v61 n8 p20-22 (2007 Aug)
This article describes the steps that more and more employers are taking to capture the knowledge of older workers. Retirement statistics indicate that by 2022, 4.3 billion Americans will turn 65 and while boomers are working longer the loss of their knowledge and expertise can seriously affect their companies. Programs and products are being developed to help capture corporate knowledge. The Social Security Administration program is featured.
 

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