Contenu connexe Similaire à The Aging Workforce Guide: Finding Success Similaire à The Aging Workforce Guide: Finding Success (20) 1. How can
you succeed
with 50+
workers?
Business
as usual?
Sagacious
human
capital?
War for
talent?
John B. Mahaffie
Leading Futurists LLC
jbmahaffie@leadingfuturists.biz
What future
for 50+
workers?
Dr. Katherine LY Green
Green Consulting Group LLC
kyg@katherinegreen.com
2. 50+@Work
About this guide
This guide offers you a perspective on, and tools for
exploring impacts of the 50+ workforce. The guide will
help you discover what the aging workforce could
mean to your organization and when it will matter. We
offer three scenarios for 2020, tools and insights you
can use to have a clearer understanding of your
strategic options for success now and in the future.
We urge you to explore this topic with an open mind.
Be ambitious, and be ready to get out of your comfort
zone and get some new thinking going.
© 2011 by Green Consulting Group LLC + Leading Futurists LLC
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3. 50+@Work
Your progress bar
Introduction
3 Scenarios
Explore
Envision
Plan
Resources
Throughout this guide, you will see the bar above at the
top of each page. It is a quick-view table of contents for
the guide. The white part of the bar shows where you are
in your progress through the guide.
© 2011 by Green Consulting Group LLC + Leading Futurists LLC
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5. Introduction
3 Scenarios
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Envision
Plan
Resources
50+@Work
Why we need to pay attention to the
aging workforce
Key facts
Employers have to reckon with an
aging workforce that will age yet
further:
In 2020, those 65+ will be 22% of the
Adult US population
• The median age of Americans is
36.5, and rising
• The median age in Germany is
44.9 years, and Japan 44.8
years
• In 2020 55 million Americans
will be aged 65+
Consider how a stronger focus on that
cohort could benefit your workforce
• Labor force participation is up
for those 55+, down for those
20-24 since 2001
© 2011 by Green Consulting Group LLC + Leading Futurists LLC
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6. Introduction
3 Scenarios
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50+@Work
The aging workforce:
An emerging issue and opportunity
The workforces in North America, Europe, Japan,
and elsewhere are aging rapidly. Employers and
employees have yet to come to grips with what
these changes mean. Workforce expectations and
practices are typically based on past realities and
past ideas that don’t match the emerging reality.
They need to be updated.
© 2011 by Green Consulting Group LLC + Leading Futurists LLC
The trend will only
intensify. More people will
live to older ages, and
most retirement planning
is inadequate to pay for it.
The strain on younger
workers to support older
people is high and rising.
More older people will be
at work beyond the
traditional retirement age,
perhaps into their 70s and
beyond. Some will want to
be working, and many will
have to, for financial
reasons. Productive aging,
in all its manifestations,
gives hope that life after
50 is worth harnessing for
social and cultural good.
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7. Introduction
3 Scenarios
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Envision
Plan
Resources
50+@Work
What if you don’t do anything?
Lack of foresight comes at a cost. What is your organization going to do
when:
A significant percent of your core workforce retires early – without
warning – when federal entitlement programs are part of the deficit
reduction plan?
The leadership pipeline, underfunded for years, doesn’t produce savvy
leaders who can triumph during difficult economic times?
New business opportunities require expertise gained only through
extensive experience?
Clients request that workers are “plug and play” - no on-the-job
training for new recruits at the client’s expense?
Contract renewals stipulate that certain workers, or the skill
equivalent, are required but those same workers want flexible work
arrangements in order to stay?
HR is over budget, retention rates are low for young upwardly mobile
workers, recruitment costs are high, hiring bonuses are limited to
executives, and key jobs need to be filled
© 2011 by Green Consulting Group LLC + Leading Futurists LLC
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8. Introduction
3 Scenarios
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50+@Work
The Big Question: How do you change today to ensure
a future you want for tomorrow?
What, how, and so what?
How do you change
successful organizations’
human capital strategies;
which, if they continue to
use today, will destine them
to unproductive, low-skilled
or workforce shortages in
the future?
•
What - create the business necessity
for a new view of and different
ways to engage the 50+ worker
•
How – by using a variety of
foresight tools, enabling a
thoughtful examination among key
stakeholders, and asking the right
questions to surface the challenges
and opportunities
•
So What - you and your
organization can anticipate an
emerging future, take actions that
will facilitate a preferred future,
adjust human capital practices to
shifting realities, build age-savvy
work cultures, and orient the
business to harness the
opportunities while mitigating the
risks of an aging workforce
© 2011 by Green Consulting Group LLC + Leading Futurists LLC
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9. Introduction
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50+@Work
The aging work force: Our perspective
50+@Work is not advocating for
hiring 50+ workers as a social
program
Older workers are a source of
talent and experience in a labor
market where those things can be
in short supply
It is good for people 50+ to be a
valued part of the workforce
They have a combination of
economic needs to work, and the
desire to be engaged, valued,
active, and interested
Organizations, and the people who
lead them, would benefit from a
clear examination of possible
futures with a focus on the 50+
workforce
Organizations’ ongoing success will
necessitate updating work culture
norms to better assimilate and
leverage capacities of an aging
workforce and 50+ talent
Green Consulting Group LLC and Leading
Futurists LLC offer consulting, workshops,
and research and analysis to help
organization tailor their work and workforce
strategies to the emerging reality of
workforce aging
© 2011 by Green Consulting Group LLC + Leading Futurists LLC
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11. Introduction
3 Scenarios
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Envision
Plan
Resources
50+@Work
Introduction to the guide
What follows:
3 scenarios for 2020 of the aging workforce
Explore – understand better how the 50+ workforce
will impact your organization
Envision – set your goals for the organization’s future
Plan – Identify potential strategic actions
Resources – additional resources you can use to
explore implications of the aging workforce on work,
the workforce and business
© 2011 by Green Consulting Group LLC + Leading Futurists LLC
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12. Introduction
3 Scenarios
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Envision
Plan
Resources
50+@Work
Ways to Use this Guidebook
Use foresight to navigate the crossroads when aging workforce issues
and opportunities come to a head:
• Facilitate deep thinking among key stakeholders of the inherent
opportunities and potential risks poised by an aging workforce
• Assess the business effects of an aging workforce on your organization’s
viability and profitability in the short- and long-term
• Create compelling business reasons to adapt human capital practices,
policies and working conditions to an age-diverse workforce
• Customize your organization’s response in recruitment, retention, training
or separation practices based on your unique challenges, resources and
business plan
• Create a talent portfolio with a balanced blend of emerging and
experienced skills, knowledge and social networks to fulfill your
organization’s strategy
• Create work and work cultures favored by experienced talent with high
value-added skills and marketable expertise
© 2011 by Green Consulting Group LLC + Leading Futurists LLC
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14. Introduction
3 Scenarios
Explore
Envision
Plan
Resources
Introduction to scenarios
Scenarios encourage
a wider, more
variable look at
alternatives with
multiple outcomes
Scenarios are groups of stories about at time in
the future
FUTURE
Scenario
50+@Work
Scenario
Scenario
Scenario
Planners may be
focused on single
outcomes; thinking
within traditional and
narrow boundaries
NOW
© 2011 by Green Consulting Group LLC + Leading Futurists LLC
Using scenarios helps us make
sure not to plan around a single
outcome—we can’t really
predict the future, so we need
to be prepared for a range of
possibilities
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15. Introduction
3 Scenarios
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Envision
Plan
Resources
50+@Work
Three Scenarios for the 50+ Workforce
Three scenarios offer contrasting views of what’s possible for the
50+ workforce over the next 10 years:
1. Business as Usual 2020 -- Employers change little in
how they approach the 50+ workforce
2. War for Talent 2020 -- While not embracing the 50+
workforce overall, employers compete to hire the
most talented older workers
3. Sagacious Human Capital 2020 -- Employers and
society have changed their attitudes about older
workers, embracing their skills, knowledge, and
wisdom
© 2011 by Green Consulting Group LLC + Leading Futurists LLC
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17. Introduction
3 Scenarios
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Resources
50+@Work
Scenario 1: Business as Usual 2020
Employers change little in how they approach the 50+ workforce
The 2020 Story
Average unemployment rate for older US workers
23% vs. 7.3% for workers under 55
Yet more of the 50+ are underemployed, and
working at lower incomes than they did before
More 50+ workers in programs for retraining,
exploring job options
More 50+ workers want to and/or must work,
especially as people live longer in good health
Continued hiring discrimination, longer gaps
between employment, lack of career advancing
opportunities, reduced salaries upon finding a job,
minimal training and re-training opportunities
More older workers are opting to retire to take
advantage of entitlements before they change
Rising entrepreneurship for the 50+ reflects a
desire to keep working, earning, and being active
With “Business as Usual” older workers often
have marginal roles, not using their true talents
Policymakers have been unable to foster much
change in employer attitudes.
© 2011 by Green Consulting Group LLC + Leading Futurists LLC
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19. Introduction
3 Scenarios
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Plan
Resources
50+@Work
Scenario 2: War for Talent 2020
While not embracing the 50+ workforce overall, employers compete
to hire the most talented older workers
The 2020 Story
Human asset professionals recognize that there is
a war for talent in the employment marketplace
The war for talent means employers compete to
attract and keep a cadre of top talent that is 50
and older
This war is an expensive, no-holds-barred struggle
to get and keep the high performers, companies
willing to pay for that talent win
Organizations customize recruitment and
retention strategies for high performers in the
50+ age group
In the “War for Talent,” the most talented of
any age are sought after
Employers’ priority had been mainly retaining
only select workers beyond the typical retirement
age
It’s not unusual any more for employers to hire
someone who is 60 or 65 years old. But they are
highly desirable talent—expensive free agents
who have a lot of options in the marketplace
© 2011 by Green Consulting Group LLC + Leading Futurists LLC
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21. Introduction
3 Scenarios
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Envision
Plan
Resources
50+@Work
Scenario 3: Sagacious Human Capital 2020
Employers and society have changed their attitudes about
older workers, embracing their skills, knowledge, and wisdom
A 2020 Story
Older workers are a substantial and growing
share of the workforce in the US
Cutting-edge employers recognize older
workers as a strategic asset and even
compete with employers overseas for talent
One out of every five workers in the US labor
force is aged 55+
New performance metrics help account for
the value of knowledge/wisdom, judgment,
creativity, and problem solving
Older workers raise some costs, but
employers can get the costs back in revenue
growth, customer retention, and
productivity
Employers’ motivation has been recapturing
and using talent that just a few years ago
was pushed out
© 2011 by Green Consulting Group LLC + Leading Futurists LLC
Organizational strength comes from
having all generations valued and
engaged in the workforce
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23. Introduction
3 Scenarios
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50+@Work
Connecting insights to strategy: four steps
Identify your rationale – Why your organization needs to
change its strategy with and for the 50+ workforce
Explore the issue – Fit this thinking to your situation.
Collect ideas about the 50+ workforce, apply to your
organization’s human capital strategies, assess impact on
the organization, anticipate how conditions may change
Envision your success – Decide where you should go, and
want to go in the next 10 years: What should your 50+
workforce strategy be? How will an age-balanced talent
portfolio support strategic success?
Plan – With your vision in hand, identify the key strategic
moves and particular actions you can take now, and going
forward, to reach success
© 2011 by Green Consulting Group LLC + Leading Futurists LLC
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24. Introduction
3 Scenarios
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Plan
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50+@Work
Identify your rationale
Use these questions to assess timing and impact for your organization
What is your current age mix ?
What is the current, and projected, demographic profile of the regional
labor pool?
What percentage of your workers are eligible to retire in the next 1, 3, and
5 years?
What is the current retention rate for your 50+ workers?
Which of your strategic objectives would be negatively impacted if current
retention rates hold?
What strategies do you have to capture and transfer critical institutional
knowledge?
Which of your policies and procedures encourage 50+ workers to remain
employed, engaged and productive?
Are your managers trained to manage, give feedback and lead an agediverse workforce?
Is your organization an employer of choice for 50+ workers? What
examples can you give when recruiting or retaining experienced workers?
© 2011 by Green Consulting Group LLC + Leading Futurists LLC
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25. Introduction
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Plan
50+@Work
Resources
Explore the issue
The Futures Wheel:
Example
What’s it for?
Expand thinking,
develop connections
among disparate
ideas, grasp the
complexity of an
idea.
The Futures Wheel was
invented by Futurist
Jerome Glenn,
Cofounder and Director,
UN Millennium Project
Future
waves
of
attrition
Quality
issues
Skill
gaps
Rising
retirement
attrition
Reduced
productivity
Higher
training
costs
xxxxx
Higher
recruitment
costs
Skewed
age
composition
Worker
stress
Work
disruption
Stress
on staff
Further
attrition
© 2011 by Green Consulting Group LLC + Leading Futurists LLC
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26. Introduction
3 Scenarios
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Plan
Resources
50+@Work
Explore the issue
The Futures Wheel:
Looking for impacts in our
organization
How to Use: Print a copy
of this page, or start a
Futures Wheel on a
notepad or whiteboard.
Start with an initial idea, in
the middle, and think
about its implications
(inner ring). Then consider
the implications of the
inner ring ideas.
Issue/Trend
Continue to fill in outer
circles to gain a deeper
understanding of the
issue.
© 2011 by Green Consulting Group LLC + Leading Futurists LLC
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27. Introduction
3 Scenarios
Explore the
issue
The futures
implications
matrix-Example
What’s it for?
Expand thinking into
the future, fosters
open views of
opportunities,
encourages
connections between
current and future
state, demonstrates
that many things
change over time
rather than remain
constant
Explore
Envision
Plan
Resources
50+@Work
WORKSHEET: The Futures Implications Matrix
Issue, trend:
Nursing
Now
In the next 10 years
Workforce
Challenges
•Middle-aged and aging
workforce
•Growing difficulty with labor
intensive aspects of jobs
•Many want to retire
•Skilled nursing care shortage
•Younger, less skilled workforce
•Larger workforce due to
expected growth in health care
sector
•Different skill needs for nursing
care with an older, more
ethnically diverse client base
• Skilled care likely to occur in
non-traditional settings
Opportunities
•Make job accommodations
to reduce impact of heavy
lifting with lifting teams and
technical changes to beds
•Offer retention bonus to
keep some staff on the job
•Use veteran nurses as
mentors for new hires
•Time to train and develop
broader nursing skill set
•Utilize alternative delivery
systems for health care:
community-based para-nurses,
mobile medical centers,
telemedicine
•Use retirees as temps when care
needs cycle high
© 2011 by Green Consulting Group LLC + Leading Futurists LLC
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28. Introduction
3 Scenarios
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Plan
Resources
50+@Work
Explore the issue
The futures implications matrix
WORKSHEET: The Futures Implications Matrix
How to Use:
Print this page, or draw a
matrix for yourself. Select
an idea, issue or trend.
Consider current
challenges and
opportunities assuming
conditions of today (both
positive and negative)
Then look ten years out –
What challenges and
opportunities may be
present? Include those
that continued from the
prior 10 years, and those
that didn’t exist but could
emerge in the next ten.
Issue, trend:
___________ Now
In the next 10
years
Challenges
Opportunities
© 2011 by Green Consulting Group LLC + Leading Futurists LLC
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29. Introduction
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Plan
Resources
50+@Work
Envision your success
What would success look like?
Can you envision a better, more successful
future with the 50+ workforce?
What is your compelling future story?
The challenge we urge you to undertake is to
“think big thoughts” at this point
The diagram on the next page shows realms of
success. We say, don’t just do the near-at-hand,
easy stuff—the “low hanging fruit”
Note please! You should be a bit ambitious and
courageous— push the boundary and see how far
can you get!
© 2011 by Green Consulting Group LLC + Leading Futurists LLC
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30. Introduction
3 Scenarios
Explore
Envision
Envision your success
• How high can you aim?
• Can you get beyond the
low-hanging fruit?
Plan
Resources
50+@Work
Big Systems
• Transforming retirement finances
• Society changes its views of aging and
worklife
• Productive aging engages people 70+
Getting serious
•
•
•
•
Ending mandatory retirement
Age-blind hiring
Active recruitment of 50+, 60+
Enter the war for talent
What’s it for?
This diagram shows how
some actions are smaller, and
tactical, some more serious,
and impactful. It makes the
point, real change means
getting beyond the lowhanging fruit
Low-Hanging Fruit
•
•
•
•
Age-neutral hiring
Diversity training
Job-sharing
Language use policies
1995
2000
2005
2010
2015
© 2011 by Green Consulting Group LLC + Leading Futurists LLC
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2020
2025
30
31. Introduction
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50+@Work
What is the low-hanging fruit?
In your organization, what
are examples of “lowhanging fruit” (easy-toimplement) actions you have
taken or could take for
greater success with the 50+
workforce? Try to identify at
least three.
Example: Include pictures
of workers over age 50 in
marketing materials.
© 2011 by Green Consulting Group LLC + Leading Futurists LLC
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32. Introduction
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50+@Work
Envision your success
What are your low-hanging fruit,
getting serious, and big systems?
Identify a few items at each level on the
diagram
Big Systems
• ____________________________
• ____________________________
• ____________________________
Getting serious
• ____________________________
• ____________________________
• ____________________________
How to use
Print out this page, and add
examples from your
organization. Be a little
audacious—this is a place to
try out some bold ideas.
Low-Hanging Fruit
• ____________________________
• ____________________________
• ____________________________
1995
2000
2005
2010
2015
© 2011 by Green Consulting Group LLC + Leading Futurists LLC
2020
2025
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33. Introduction
3 Scenarios
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Envision
Plan
Resources
Envision your success
Where will you be in 2020?
My vision of success with the 50+
workforce. In 2020, these things would be
true:
50+@Work
What’s it for?
This is your time to
really describe what
success would look
like for your workforce
strategies.
__________________________________
__________________________________
__________________________________
__________________________________
How to use
Note at least three to
five things that
summarize what
would be true in 2020
if you achieve greater
success with the 50+
workforce.
__________________________________
© 2011 by Green Consulting Group LLC + Leading Futurists LLC
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34. Introduction
3 Scenarios
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Envision
Plan
Resources
50+@Work
Plan
Developing ideas about reaching your vision of success
with the 50+ workforce
The next few pages help you consider ideas and next steps for
your human capital strategy to reach your vision of success
Explore your organization’s readiness to build new programs and
strategies for the 50+ workforce
Use the framework on the following pages to gather elements of a
successful strategy
You will describe some outcomes and key areas of focus in your
strategy
© 2011 by Green Consulting Group LLC + Leading Futurists LLC
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35. Introduction
3 Scenarios
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Envision
Plan
50+@Work
Resources
Plan
Putting together a strategy
With your vision in hand
Your Vision of
Success
A
B
The unmet need
C
What’s it for?
This is a model you
will use to explore
how to reach your
vision of success,
focusing on key
pillars that will
support that success.
Identify key strategic pillars
to support your vision
Based on your compelling
reason for change
© 2011 by Green Consulting Group LLC + Leading Futurists LLC
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36. Introduction
3 Scenarios
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Envision
Plan
Resources
50+@Work
Plan
Building a base for your success: Key pillars of your strategy
Reaching your goals over the next
ten years or so means developing
plans and action around some key
strategies. Those “pillars” of your
overall strategy are the critical
support on which you can build a
strong program and achieve success.
How to use
Identify 3 or 4 areas you can work on that
will make a difference. E.g. training,
organizational culture, workforce
development, human capital strategy,
retention policies
Each pillar should be supported by actions
you can take now and soon to build
towards your goals, and achieve your
vision.
Pillar:______________________
___________________________
Pillar:______________________
___________________________
Pillar:______________________
___________________________
Pillar:______________________
___________________________
© 2011 by Green Consulting Group LLC + Leading Futurists LLC
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38. Introduction
3 Scenarios
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Plan
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50+@Work
Plan
Potential actions to support your pillars
Pillar
________________
Pillar
________________
Pillar
________________
How to use
Add your pillars
at the tops of the
columns. Collect
specific ideas for
actions you can
take to build,
leverage, and
strengthen the
pillar.
Don’t be too
cautious here,
these are ideas
to consider and
refine further.
© 2011 by Green Consulting Group LLC + Leading Futurists LLC
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39. Introduction
3 Scenarios
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Plan
Resources
50+@Work
Plan: Putting it all together
Your 50+ Workforce Strategy
Pillar: ___________
Pillar: ___________
Pillar: ___________
________________
________________
________________
________________
________________
________________
________________
________________
________________
Why we need to do things differently:
______________________________________________________
______________________________________________________
© 2011 by Green Consulting Group LLC + Leading Futurists LLC
What’s it for?
For an at-a-glance
view of your thinking
a visual tool for
sharing ideas with
others
How to use
Bring together a
summary statement
of your vision, your
pillars of success, and
a clarifying
statement of why it’s
critical to do things
differently in this
diagram
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41. Introduction
3 Scenarios
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Envision
Plan
Resources
50+@Work
Foresight and your needs: What else can you do?
An executive
briefing
A “futures
day”/workshop
Build Scenarios
with your team
Engage our
board/leadership
Change minds in
my company
Me
Understand
critical issues
better
Update our strategic
planning
Build new organizational
strategies
Engage experts, consultants, facilitators on
foresight and organizational development
© 2011 by Green Consulting Group LLC + Leading Futurists LLC
41
Find your critical need
(yellow) and follow the
arrows to learn what you
might do to get started
A top future insights piece
A briefing or workshop on
this issues’ future
Reports and analysis on:
• Trends in our marketplace
• Emerging issues
• Laws & Regs, government
• Workforce trends
• Etc.
We can help!
Contact us for more ideas, and let
us know what we can do for you
41
42. Introduction
3 Scenarios
Explore
Envision
Plan
Resources
50+@Work
Explore the issue further
Here are some ways to open this exploration up to your
colleagues
Foster a collective look and generate answers to the question: what should
we be ready for?
Distribute ready to use, self-explanatory tools with examples
Collect and interpret multiple views of what the 50+ workforce means to
your organization
Dig deep into possibilities of future impact with The Futures Wheel and
Futures Implication Matrix
Assess degrees of impact of possible futures on the organization
Tailor insights from 2020 scenarios to localize the most pressing needs and
impactful challenges in your workplace
Anticipate degrees of change and related implications for work, workforce
and culture
© 2011 by Green Consulting Group LLC + Leading Futurists LLC
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43. Introduction
3 Scenarios
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Envision
Plan
Resources
50+@Work
Ways We Can Help
Workshops – Exploring the Future of the 50+ Workforce ( .5, 1 or 2 days) –
facilitated workshop with key stakeholders to collectively explore impacts of an
aging workforce, formulate visions of choice for a desired future, craft strategy to
address work, work practices and culture barriers to achieve preferred future
Consulting – range of consulting services including foresight work sessions,
futures research and analysis, organization culture surveys, change management
consulting, collaborating with HR/OD function to identify appropriate responses
to specific, unique human capital challenges of an aging workforce
Training Programs
Intergenerational Teaming
Leading a Multi-Generational Workforce
Mentoring as if Knowledge Mattered
Speaking Engagements – Plenary Keynotes, Retreats, Board Meetings,
Professional and Civic Meetings, Conferences, Educational Sessions
© 2011 by Green Consulting Group LLC + Leading Futurists LLC
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44. Introduction
3 Scenarios
Explore
Envision
Plan
Resources
50+@Work
What others are doing
A starter list
British Telecom recruits a diverse
workforce to reflect their customer base;
workers 50+ have access to training, can
choose to step down to jobs with less
responsibility and lower stress including
part-time, and can return, post retirement,
temporarily to help out during peak work
times
New York Teaching Fellows offers a 7-week
training program to enable older workers
to switch careers to teaching in an urban
setting; once teaching, the Fellows receive
additional support to complete their
teaching education by earning a master’s
degree
Dow Safety and Industrial Hygiene
tracked workers’ musculoskeletal
disorders, tasked a multidisciplinary team
to identify a standardized process for
identifying and prioritizing key risk factors
for injuries and illnesses
Center for Creative Leadership surveyed
3200 workers across four generations
about work; they share similar values
though express them differently, want
respect, value integrity and want
opportunities for learning
LL Bean, known for its exemplary service,
expands its workforce from 1,500 to 6,000
during peak season relying heavily on
older workers because they understand
what outstanding customer service
means.
SelectMind’s is a provider of corporate
networking solutions to keep retirees
connected to their prior employers for
purposes of mentoring, part-time work,
consulting, training or acting as a resource
© 2011 by Green Consulting Group LLC + Leading Futurists LLC
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45. 50+@Work
Why We Are a Good Fit and Choice
Leading Futurists LLC
John B. Mahaffie is co-founder and partner in Leading
Futurists LLC, a consultancy that helps organizations
explore the challenges and opportunities they face as
society, technology, and the world change.
John has worked as a futurist since 1987, giving
keynote talks, researching and analyzing issues and
trends, building scenarios, consulting, and authoring
books and articles on the future.
John co-authored Future Work: Seven Critical Forces
Shaping Work and the Work Force in North America,
Jossey Bass, 1990, and numerous reports and articles
on the future of work and worklife.
John’s mission, through his work, is to help people
think differently, and face the future, prepared.
Green Consulting Group LLC
Dr. Katherine Green started Green Consulting Group LLC
as a leadership, change management and aging workforce
consultancy in 1999.
In prior work, she held influential HR positions internally
and as a consultant in various sectors: finance,
transportation, technology, non-profit and Capitol Hill.
Her interest in aging workforce issues began as a
dissertation, broadened into research and publications for
the International Labour Office on employment best
practices for older workers, and evolved into years of
speaking engagements in Japan, UK and US to
professional, civic and business audiences.
This new, exciting phase of work is strategic consulting on
the 50+workforce: scenario exploration, staff training,
management development, change consulting, leadership
and human capital strategy.
© 2011 by Green Consulting Group LLC + Leading Futurists LLC
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46. Introduction
3 Scenarios
Explore
Envision
Plan
Resources
50+@Work
Background and references
This guide is the result of a multi-year
collaborative effort between John Mahaffie and
Jennifer Jarratt, Leading Futurists LLC, and Dr.
Katherine Green, Green Consulting Group LLC.
The collaboration included educating business
leaders, in eight US cities, about the benefits of
and possible strategies to engage the 50+
workforce
The subject of the 50+ workforce is significant
and compelling. Our two companies bring
substantial, long-term experience with the topic
from our respective disciplines. We speak,
consult, conduct research and publish on the
issues and implications of a 50+ workforce from
many angles. Separately, and together, we
enable organizational leaders and their staff to
anticipate, plan and execute fitting and
appropriate change
A few other sources provided content for this
guide:
Cappelli, Peter, and Bill Novelli, Managing the
Older Worker: How to Prepare for The New
Organizational Order, Boston: Harvard
Business School Press, 2010.
Critchley, Robert K., Doing Nothing Is Not An
Option: Facing the Imminent Labor Crises,
Ohio: Thomson Publishing, 2004.
Hedge, Jerry, Walter C. Borman, and Steven E.
Lammlein, The Aging Workforce: Realities,
Myths, and Implications for Organizations,
Washington, DC: American Psychological
Association, 2006.
Leading Futurists LLC contributes expertise in
foresight, futures, trends analysis, and
workplace issues. Green Consulting Group LLC
specializes in the interplay of human capital,
organizational performance and change
leadership. The aging workforce has been a
professional interest for over two decades
© 2011 by Green Consulting Group LLC + Leading Futurists LLC
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