Adapting training for older employees: The Canadian response to an aging workforce

Author： Armstrong-Stassen Marjorie Templer Andrew

ISSN： 0262-1711

Source： The Journal of Management Development, Vol.24, Iss.1, 2005-01, pp. : 57-67

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Abstract

Purpose - The workforce is aging in all industrialized nations and the retention of older workers will become one of the dominant issues in the coming decades. Training is an important component of retention and the availability of training is critical for retaining older workers. Design/methodology/approach - Studies conducted in 2001 and 2003 assessed the extent to which Canadian organizations are adapting their training practices to respond to the aging workforce. Human resource executives were asked the extent to which their organization was currently engaging in training practices targeting older managerial and professional employees. Findings - Organizations were most likely to be providing access to training and retraining, but fewer than 10 percent of the organizations in 2003 were highly engaged in doing this. Organizations were less likely to be adjusting training methods to accommodate the needs of older employees. There was little attempt to provide age awareness training to managers of older employees. Practical implications - The challenge for organizations will be to close the gaps that currently exist between the practices that are important in retaining older managerial and professional employees and the extent to which organizations are engaging in these practices. Ensuring access to training, customizing training methods, and providing age awareness training require immediate attention. Originality/value - Little research has been conducted on older workers in Canada. The findings raise some serious concerns about the response of Canadian organizations to the aging workforce and identify areas of training and development that need to be addressed.