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The Business Case for an Age-diverse Workforce

In: Managing an Age-Diverse Workforce

Author

Listed:
  • Donna Buttigieg

Abstract

There is an imperative for organisations to deal with the issue of age diversity in the context of an ageing population, declining fertility rates, a decline in skilled immigration and skill shortages in a range of occupations in countries covered by the Organisation for Economic Co-operation and Development (OECD). This raises both macro issues for governments trying to support an increasingly older population through pension schemes and a micro problem for organisations where skill shortages have become a problem (Loretto and White 2006). Further, arguments have been made that age diversity is necessary for organisations for capability development, to be learning organisations, to be flexible and creative and for marketing reasons (Armstrong-Stassen and Templer 2006; Shacklock, Fulop and Hort 2007). There are also supply-side reasons for improving access to the labour market of an age-diverse workforce, particularly in relation to those older than 55 years of age. These include providing a context for healthy ageing and addressing flexibility preferences for individuals.

Suggested Citation

  • Donna Buttigieg, 2011. "The Business Case for an Age-diverse Workforce," Palgrave Macmillan Books, in: Emma Parry & Shaun Tyson (ed.), Managing an Age-Diverse Workforce, chapter 2, pages 7-23, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-0-230-29911-5_2
    DOI: 10.1057/9780230299115_2
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