I forgot my password
Your email address will be used to create a KellyOCG username and to provide you with emails on the latest content updates. You will receive an account confirmation email shortly. At any time, update the My Membership profile to personalize your email options.
Welcome to the KellyOCG Community, . You are just one step away from access to our Member content.
Please check your email for the confirmation link to continue.
If at any time you find you have questions regarding your membership, please don't hesitate to Contact Us.
We look forward to connecting with you.
Managing Director - Career Transition
Dr. Ebert joined The Ayers Group in 1990, and is managing director of all its career transition programs, individual and group. He has more than 20 years of experience in the field of career management, working with all industry categories in the Fortune 500. He holds an Ed.D. in training management from Hofstra University, an M.A. in psychology from SUNY Binghamton, and a B.A. in psychology from Queens College. He is regularly invited to address human resources and training conferences, has been a guest on Wall Street Week in Review and CNBC-TV, and his articles appear in leading business and trade publications.
This January 1st marked more than the beginning of a new year. It was the day the first baby boomers turned 65, the traditional age of retirement. Over the next 19 years, an average of 10,000 American boomers will reach that milestone daily. The Ayers Group is committed to helping clients address issues pertaining to this maturing workforce.
Career Partners International (CPI), a partner firm of the Ayers Group, conducted a survey in the latter part of 2010 about the impact of a maturing workforce on client organizations. More than 1,600 individuals – primarily HR, senior executives and managers – responded. Early this year, Ayers hosted a forum where senior HR leaders shared insights, concerns and best practices around the issues.
Loss of critical knowledge/experience and shortage of skilled workers were the top concerns identified in the survey. This was echoed in the forum, with participants adding their own concerns about the impact on succession planning, talent management and recruitment; organizational culture/identity; operations; risk-control and compliance; and maintaining longstanding client relationships. While there is concern about mature workers leaving, there is also concern about the numbers who are deferring retirement because of the recession’s impact on their finances. This is creating a ceiling on advancement of younger employees.
“It’s a conundrum,” says Executive Career Transition Consultant Alan Silberberg, who heads The Ayers Group Active Life Planning (ALP) program. "On one hand, companies need to stop the outflow of intellectual capital and critical skills. On the other, they need to make room for the next generation. The challenge is to achieve balance and find ways to keep key employees of all ages engaged.”
Blockers to Workforce Planning
Although 64 percent of respondents to the survey thought retiring workers would have a significant impact on their organizations, only 34 percent anticipated instituting changes over the next two years.
Most companies present at the forum said they are engaged in some form of workforce planning. However, for those that are not, the following reasons are what may be impeding them:
“Studies show that the vast majority of older workers want more flexibility,” says Silberberg. “By presenting opportunities for phased retirement and flexible work arrangements, companies can open the dialogue with mature workers who are likely to be responsive. We designed ALP to open that dialogue and present attractive options.”
The survey suggests that large organizations are doing more to address maturing workforce issues than smaller ones. “The majority is actively evaluating demographics and they are engaged in succession planning at the top level, but less so below that,” Silberberg observes. "A small percentage is beginning to engage alumni and provide generational education and awareness."
The forum resulted in a number of best practices being shared:
“With all these changes and issues – with the need to tap into broader talent resources going forward and the need to effectively rejuvenate organizations – companies need to think through their workforce planning to make sure it addresses all the factors,” Silberberg says. “Our objective at Ayers is to be your partner, whether through ALP, succession planning or intergenerational management.”