By Dr. Stephan A. Boehm, Sven Kunisch Ph.D., Michael Boppel Ph.D. (auth.), Michael Boppel, Stephan Boehm, Sven Kunisch (eds.)
Demographic swap is among the most vital problems with our time. This ebook sheds mild at the demographic implications businesses face. in line with an built-in framework, the ebook investigates 3 very important views: An financial and social viewpoint is helping agencies and bosses larger comprehend the elemental parameters of demographic switch and its affects at the labour marketplace. A human assets and management point of view unearths how age administration might help keep staff of other age teams as stimulated and efficient team participants. An innovation and advertising and marketing viewpoint examines how businesses can take advantage of the potentials that senior shoppers supply. a mixture of research-driven and practice-oriented chapters makes this booklet a profound and an engaging learn. It essentially addresses executives from a variety of organisational fields, together with HR, advertising, and administration. specialist running shoes, students and scholars of financial system and company also will achieve worthwhile insights.Dr. Guenter Pfeiffer, leader team of workers Officer and member of the administrative Board, Swisscom Group
“New ways are required to restructuring, redeployment and age administration that transcend the common tools of part-time types and versatile retirement schemes.”
Dr. Guenter Pfeiffer, leader body of workers Officer and member of the administrative Board, Swisscom Group
“Recognising the company outcomes of the demographic advancements and taking those into account are vital for the competitiveness of not just businesses, but in addition complete economies.”
Bundespraesident a.D. Prof. Dr. Roman Herzog
Former President of the Federal Republic of Germany
Read Online or Download From Grey to Silver: Managing the Demographic Change Successfully PDF
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Additional resources for From Grey to Silver: Managing the Demographic Change Successfully
The idea is to first calculate the age-specific proportion of unemployed persons (one minus the employment rate). , 55-64). The result is a measure of the unused productive capacity, as a proportion of the total labour capacity in the age range. As Gruber and Wise (1997) note, the figures provide an idea of the broad differences in labour usage at higher ages between countries, but they do not imply that everyone in the age range “should, or could, work” (p. 5). 80% 70% 55-64 60% 50% US KR 40% NZ SE 30% 20% NO CH UK DK AU CA FI IE DE PT NL CZ MX ES GR AT FR SK LU IT BE HU PL TR JP IS 10% 0% Figure 5: Unutilised productive capacity in the OECD, 2008 (Source: OECD labour force statistics) Hungary, Poland, and Turkey have the highest levels of unused productive capacity in 2008 (see Figure 5).
2001) call attention to this potential threat to companies in almost all developed economies. Although recent economic crises have attenuated this issue, the pressure on organisations to hire young, talented people will increase at the end of the current recession. This is especially true for companies that cut staff during the crisis. 8% of its gross domestic product (GDP). Secondly, the average workforce age is increasing. It is not clear whether companies in Germany or Switzerland will still be able to compete against rising economies such as China or India, which can rely on a seemingly inexhaustible pool of young employees.
The lower level is determined by legal restrictions (child labour) and is typically set at 15. The upper level is determined by the individual decision to retire, which is constrained by the statutory framework. Because labour supply beyond 65 is (still) negligible in most developed countries, the upper age limit can be set to 64, with almost no loss in generality. The population in the age interval 15-64 is called the population of working age. Not everyone in this interval actually supplies labour.