Preparing for an Aging Work Force: A Practical Guide for Employers.

Institution	AARP, Washington, DC.
Titel	Preparing for an Aging Work Force: A Practical Guide for Employers.
Quelle	(1998), (45 Seiten) PDF als Volltext kostenfreie Datei Verfügbarkeit
Sprache	englisch
Dokumenttyp	gedruckt; online; Monographie
Schlagwörter	Leitfaden; Adult Education; Age Discrimination; Aging (Individuals); Career Development; Check Lists; Educational Needs; Employer Employee Relationship; Employment Patterns; Employment Practices; Equal Opportunities (Jobs); Job Training; Labor Force; Labor Force Development; Labor Needs; Labor Supply; Marketing; Middle Aged Adults; Motivation Techniques; Older Adults; Older Workers; Organizational Development; Personnel Selection; Recruitment; Training Methods; Training Objectives + Suchen Sie Ihr Suchwort? Adult; Adults; Education; Adult basic education; Adult training; Erwachsenenbildung; Aging; Altern; Berufsentwicklung; Checkliste; Educational need; Bildungsbedarf; Beschäftigungsstruktur; Berufspraxis; Equal opportunity; Equal opportunities; Job; Jobs; Chancengleichheit; Beruf; Berufsqualifizierender Bildungsgang; Labour force; Arbeitskraft; Erwerbsbevölkerung; Arbeitskräftebestand; Labour needs; Arbeitskräftebedarf; Labour Supply; Arbeitskräfteangebot; Motivationsförderung; Älterer Erwachsener; Älterer Arbeitnehmer; Organisationsentwicklung; Personalauswahl; Personalentscheidung; Recruiting; Rekrutierung; Didaktik; Trainingsmaßnahme; Training objectiv; Ausbildungsziel; Trainingsziel
Abstract	This booklet, which is intended for human resource managers, provides practical guidance regarding preparing for an aging work force. Chapter 1 concerns the relationship between business practices and age neutrality and offers checklists that human resource managers can use to assess their company's general policy development, training, recruitment, and job redesign. Chapter 2, which focuses on hiring midcareer and older workers, discusses the following topics: supply and demand and the shortage of needed skills; the characteristics of midcareer and older workers, potential barriers to hiring them, and recruiting methods; and marketing (Senior Employment Network, Senior Community Service Employment Programs, Work Force Investment Act, America's Job Bank, America's Talent Bank, Forty Plus, National Clearinghouse on State and Local Older Worker Programs). The following aspects of training midcareer and older workers are examined in chapter 3: (1) training (career burnout, plateauing, and obsolescence); (2) career management; and (3) determining training needs (identification, motivation, building self-confidence, setting goals and objectives, and adapting training techniques). Chapter 4 explains the following principles of motivating midcareer and older workers: (1) use needs as motivators; (2) link satisfying needs to behavior; (3) set specific, challenging, yet attainable goals; (4) provide means to achieve goals; (5) reward achievement; (6) maintain motivation; and (7) create alternative arrangements. (MN)
Anmerkungen	AARP, 601 E Street, NW, Washington, DC 20049 (order no. D16834).
Erfasst von	ERIC (Education Resources Information Center), Washington, DC
Update	2004/1/01