Editorial
I’m special, so special
There are no prizes for guessing I’m a baby boomer. That means I’m also part of the large cohort who are set to up sticks and leave the workforce in droves over the next few years. It would seem we’re a demographic nightmare just waiting to happen ... or are we?
The prediction is that, with the baby boomer generation set to leave the workforce over the next 10 to 15 years and fewer of the subsequent generations to replace them, New Zealand will face a huge skills gap. As we leap lemming-like into retirement, we’re expected to place enormous financial pressure on the Government and on employers, and become a massive burden on the young.
But a recent survey by Massey MBA student Sharon Buckland has turned this idea on its head—resoundingly. In August, Buckland undertook an online survey of baby boomers as part of her thesis. What she found is that 81 is the new ‘old’, and baby boomers have no intention of retiring in what they perceive to be their middle age. In fact, the New Zealand Boomer Dreams Study 2009, whichsurveyed 1162 people born between 1946 and 1964, found many are looking forward to working for 15 to 20 years past retirement age.
Much of the current thinking about retirement, Buckland told the New Zealand Herald, has been based on the idea that we can predict the future behaviour of baby boomers by looking at the behaviour of the generations before them. But she questions why, when baby boomers have never acted like their parents, they would start doing so now.
Furthermore, she says, New Zealand planners have always leaned heavily on US research. Her survey has found, however, that Kiwi baby boomers have a distinct Antipodean character that differentiates them from their American counterparts. She describes them as notably ‘fizzier’—the Daniel le Brun effect, perhaps? They appear younger, more vibrant, more adventurous and searching than the conservative profile seen in US studies.
Looking through the Boomer Dreams study, I came across a couple of findings that seemed particularly apposite. Firstly, Kiwi baby boomers are more likely to assume the rules don’t apply to them. Rather than fighting to change the status quo, they care more about using their innate Kiwi ingenuity to find new ways to get what they want. And secondly, New Zealand baby boomers see themselves as special rather than average.
Certainly, the message for employers seems to be that the baby boomers are here for the long haul. The thing to remember is that we like to do things our way!
—Lyndsey Swan
Feature articles
Silver lining
Over the next 10 to 15 years, 350,000 baby boomers will reach retirement age—and there won’t be enough skilled staff to replace them. Hanging on to your senior workers will become increasingly important. Fortunately, as Gill South discovers, retirement is the last thing on the minds of many mature-age workers.
Permission to graffiti
The subtle ways in which we’re programmed by our culture are often amplified in multicultural team meetings, says Taruni Falconer. She discusses techniques for improving meeting productivity in a multicultural context.
Team building—adding value or variety?
Team building encompasses a diverse range of activities and often elicits an equally diverse range of responses. So is it worth it? In her recent thesis, Deb Cresswell set out to discover what, if any, organisational benefits team building activities provide.
The art of team building
Creating an effective team is an art, with a bit of science thrown in according to Ali Tocker. She explores the role of quality leadership in developing effective teams and looks to new sources of New Zealand leaders as the current generation moves on.
Coaching great leaders
Being a manager who can influence, inspire and engage team members is not something that can be learned from a book, say Iain McCormick and Rolf Siggaard. They examine the role of coaching in developing authentic leaders.
Investment in staff brings rewards
Companies which invest in people despite tough times have been celebrated at the EEO Trust Work & Life Awards 2009, writes Philippa Reed. She looks at how two of the winning organisations have developed and empowered their staff.
Making mature age employment work
Research shows the over-65 age group have experienced the greatest growth rate in employment—and they’re set for even more significant growth. It’s time for employers to wake up and start competing for their talents, says Deb Loveridge.
Departments
The DOL Report: Effective mediation
Mediation is an important part of the employment landscape, says David Fleming. He explains the role of mediation in resolving workplace issues, and looks at how can HR practitioners be most effective in the mediation process.
Learning & development: Mentoring and coaching made easy
Introducing mentoring or coaching programmes doesn’t have to be complicated or expensive. This month, Angela Atkins shares some simple suggestions she has found are effective in providing development for employees and managers.
Remuneration remedies: Job-sizing systems
Remuneration experts are often asked about job-sizing systems, particularly points-based job evaluation methodologies versus job benchmarking. Susan Doughty answers some common questions.
HRINZ news: How leopards can change their spots
Effective people managers are better at influencing others and facilitating learning and change. Yet the growing number of disengaged workers suggests many managers are not effective. Graham Hart asks why this is and looks at what can be done to change things.
Wellness at work: Health and retirement
People who continue working after retirement enjoy better health, according to a recent national study from the USA. Employment Today summarises the findings.
Public sector: The employer strikes back
The employer bears of the burden of persuading the Employment Relations Authority that a personal grievance lacks merit. Occasionally, says Paul Robertson, it can recover from an employee any losses caused by that person. |
