Management of an ageing workforce
How employers can deal with related challenges
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Germany s population, and consequently its workforce is ageing. Fewer young people will enter the workforce and employers will be pressed to draw from an expanding pool of older people. As a consequence the working age po pulation is projected to decline significantly; while the numbers of or ga ni sa tions depended on them will rise. At the same time, baby boomers are mo ving towards retirement and can not be replaced by middle-aged or younger wor kers. Facing impending talent shortages and a substantial loss of know ledge and experience, companies might have little choice but to implement ne...
Germany s population, and consequently its workforce is ageing. Fewer young people will enter the workforce and employers will be pressed to draw from an expanding pool of older people. As a consequence the working age po pulation is projected to decline significantly; while the numbers of or ga ni sa tions depended on them will rise. At the same time, baby boomers are mo ving towards retirement and can not be replaced by middle-aged or younger wor kers. Facing impending talent shortages and a substantial loss of know ledge and experience, companies might have little choice but to implement new employment strategies. Regardless of specific industry conditions and circumstances the paper covers se lected peripheral issues like attitudes and retirement intentions of older wor kers and the myths and stereotypes about them from a German per spec tive. It provides an overview of the German labour market, specifically the si tua tion of older people, and how public policy has been responding to im prove related conditions. Finally, minor and major interventions are presented to adapt human resource methods, work arrangements, and framework con di tions.
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