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Digg it UP - Tips to Best Utilize Older Workers in Your Workforce
How To Write More Powerful Brochures, Leaflets, And Catalogues as a Human Resource professional as well as from my personal experience as a 54-year-old struggling with the same issues and questions as my peers.Probably the most interesting thing about brochures and leaflets is that they're seldom read in what we've come to know as the right order - as you would read a book. Rather in the same way that many people read magazines in dentists' waiting rooms, they will flick through brochures and leaflets and stop to take a longer look at bits that grab their attention.Alternatively they'll flick all the way through and then go back to bits they've noticed and that have interested them. They're just as likely to flick through from back to front as they are from front to back.What all this teaches us is that despite seeming logical, writing for brochures and leaflets in the form of a story that starts at the beginning, goes through the middle a Audit your policies, practices and benefit programs to determine those that will limit your ability to work with While companies have been slow to recognize the implications of the shrinking U.S. talent pool, they have been even slower to realize the potential impacts of the loss of thousands of Baby Boomers over the next 10 years. In some cases, companies may even be encouraging the attrition of older workers, assuming they are expensive and less productive segments of their workforce. Those who recognize the impact of the loss of Boomers to companies and potentially to the economy are probably asking, "What can we do to proactively address the needs of our workers over 50?" I offer these ideas both from my experiences over the last 35 years as a Human Resource professional as well as from my personal experience as a 54-year-old struggling with the same issues and questions as my peers. Audit your policies, practices and benefit programs to determine those that will limit your ability to work with While companies have been slow to recognize the implications of the shrinking U.S. talent pool, they have been even slower to realize the potential impacts of the loss of thousands of Baby Boomers over the next 10 years. In some cases, companies may even be encouraging the attrition of older workers, assuming they are expensive and less productive segments of their workforce. Those who recognize the impact of the loss of Boomers to companies and potentially to the economy are probably asking, "What can we do to proactively address the needs of our workers over 50?" I offer these ideas both from my experiences over the last 35 years as a Human Resource professional as well as from my personal experience as a 54-year-old struggling with the same issues and questions as my peers. Audit your policies, practices and benefit programs to determine those that will limit your ability to work with Those who recognize the impact of the loss of Boomers to companies and potentially to the economy are probably asking, "What can we do to proactively address the needs of our workers over 50?" I offer these ideas both from my experiences over the last 35 years as a Human Resource professional as well as from my personal experience as a 54-year-old struggling with the same issues and questions as my peers. Audit your policies, practices and benefit programs to determine those that will limit your ability to work with Those who recognize the impact of the loss of Boomers to companies and potentially to the economy are probably asking, "What can we do to proactively address the needs of our workers over 50?" I offer these ideas both from my experiences over the last 35 years as a Human Resource professional as well as from my personal experience as a 54-year-old struggling with the same issues and questions as my peers. Audit your policies, practices and benefit programs to determine those that will limit your ability to work with Audit your policies, practices and benefit programs to determine those that will limit your ability to work with Boomers effectively long-term. Employee benefits and management practices have historically been designed with the assumption that older workers would seek leisure between the ages of 59 and 65, and that younger workers would have developed in sufficient numbers to replace the graying workforce. Clearly, there are not sufficient numbers, and won't be for several generations, to replace the highly skilled Boomers. Therefore, consider creating part-time benefit programs or alternative work arrangements, rethinking mandatory and early retirement programs, and opening time-off programs to uses beyond vacation and illness. Identify and modify programs and practices that may inadvertently preclude management from shaping arrangements to individual situations. Offer flexibility. All employees are juggling multiple priorities, including family and work. If employers could re-examine how and where their work can be done, it provides a great start for a dialogue around flexibility. But a dialogue around results could produce the most productive solutions.
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