2023-10-06 23:00:01
In today’s dynamic workplace landscape, the constant is change, driven largely by technological innovations. This reality is not foreign to the so-called “Silver Generation”, made up of individuals over 50 years of age who choose to remain active in the workplace instead of retiring.
The United Nations Organization points out that, although the world population grows at a rate of 0.8% annuallythe segment of people over 60 years old does it to a 3.2%.
It is projected that by 2030, 34% of the population will be over 50 years old, and by 2050, one in three workers will be over 65 years old. These figures present significant challenges in terms of labor inclusion and composition of work teams.
Human resources: the person at the center
Life expectancy has reached unprecedented levels, thanks to factors such as increased awareness of healthy lifestyles and significant advances in science and medicine. At the same time, the birth rate has experienced a constant decline, influenced by sociocultural and biological factors.
silver generation
This trend reduces the presence of young people in the labor market, generating a notable shortage and a decreasing participation of emerging generations.
Contrary to the perception that job opportunities for those over 55 are limited, much of the Silver Generation is employed in large corporationswith staff that exceeds 1,000 employees.
70% of Argentine companies do not hire people over 55 years of age
This imminent demographic change urges organizations and their human resources departments to reevaluate and adapt their recruitment and selection strategies. In response, many companies are bringing senior professionals into essential roles.
A Manpower study supports this trend, indicating that 19% of recruiters look for retired professionals interested in reintegrating into the labor market. However, technological advancement means that 50% of these workers will require additional training, underscoring the importance of innovation and continuous training.
Multigenerational Jobs
Contemporary organizations house teams that span a broad generational spectrum, since the baby boomers to generation Z. Each of these generations brings a unique set of skills and perspectives, shaped by their unique personal experiences and career paths.
Managing multigenerational teams requires a deep understanding of these differences and the creation of environments where all generations feel valued. Is essential promote knowledge exchangeallowing more experienced professionals to share their wisdom, while younger generations contribute their technological fluency.
Despite the potential challenges that arise when combining diverse generations, proper management can capitalize on the richness that this diversity brings to organizational culture.
Considering generational diversity is not only crucial for internal productivity, but also in attracting talent. According to Glassdoor, 67% of candidates value diversity when evaluating job opportunities in a company.
In conclusion, the integration of diverse perspectives and generational experiences can be the catalyst to promote innovation and efficiency in the workplace.
*Executive Director of Fichap
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