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Identify the main problems facing private-sector managers arising from an "ageing" workforce

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Identify the main problems facing private-sector managers arising from an "ageing" workforce. (25%) The population of the world is getting older and this is one of the most critical demographic events in the world today. Present demographic trends show that in the next few decades the older population will substantially grow, partially reinforced by the ageing of the generation of baby-boomers, and while at the same time the number of young people and adults is forecast to fall. An old person is someone who has passed working age and retired-usually someone who is 65 years old or older. The United Nations found that the ranks of 60 year olds and older are growing 1.9% a year, which is 60% faster than the overall world population. They predicted that by the year 2050, there may be four people age 15-65 worldwide. Currently the ratio in year 2000 is nine to one. These indicate that the elderly will outnumber the children, BusinessWeek (Jan 2005). The ageing of population happens because the numbers of birth rates have declined, or are declining, almost everywhere, and also because older people are surviving to enjoy longer lives. In richer countries, their birth and death rates started to decline in the 19th century or earlier. In the case of Japan, this transition has been particularly rapid and did not begin until the 20th century. ...read more.


With the use of at least two detailed examples show how managers are responding to those problems. All major industrial countries will experience significant population ageing over the next several decades. In Japan and much of continental Europe national populations are likely to decline. Although population ageing is a world-wide phenomenon, it is occurring at different rates within richer industrialized countries and with different timing in the developing world. Population ageing implies a contraction of the future workforce in many industrial countries and a sharp slowdown of future workforce growth. In the face of rapid population ageing and the trend towards early retirement, there is a need for the managers in private sector organizations to promote better employment opportunities for older people. At present there are over 3 million more people age 20s and 30s than age 45 and 64. By the year 2020 there will be a million fewer. Employers need to plan for this shift in the age balance of the working age population, which will occur in the next ten years. As the demographic profile changes labour and skills shortages will become more common. The growing number of older people of working age will provide a major reservoir of skills and experience for employers. Much has been said about the need for reform of old-age pensions and early retirement schemes but this may not be sufficient to raise employment rates for older people significantly or to reduce the future risk of labour shortages. ...read more.


For example, stores with higher proportion of older workers have absenteeism rates less than a third of ASDA's average rate. Also in March 2003, ASDA was selected as one of Britain's top 10 companies to work for, and the UK's best company for flexible working. Since the need for a new way of thinking by enterprises, employees and intermediaries takes time, just as the implementation of countermeasures, it is already important today to prepare for the situation which can be expected in a few years, that is broadening the shortages of skilled labour. Workers who are becoming the focus attention are precisely those who, to date, have not been employed or have been underemployed in various forms of hidden reserve, for example, young people in training, woman waiting to return to work, person involuntarily in part-time employment or in early retirement. The European Foundation for the Improvement of Living and Working Condition (1997,1999) have documented successful examples of good practice as a range of minor and major interventions. These confirm that economic constraints are better matched in the long run by age-related work and employment policies which demand a change of attitudes, behavior and routines throughout the whole organization based on evidence of the benefits for all in combating ageism. This includes a shift of paradigm from reactive personnel policies to preventive actions aimed at an innovative design of work, technology and organization which avoids hazardous stress factors and fosters individual development options. ...read more.

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