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The study points out that the effective retention of professionals is an important issue that will not go away any time soon. The paper is on alternative strategies and their place in the twenty-first century employment relationship.

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The paper describes retention as the core of business strategy. If organizations cannot retain baby boomers they want to keep, then their operations will not operate and their strategies will fail. The paper analyzed tools to help companies keep the employees they want to retain. It is of great significance that organizations with a high proportion of baby boomers see the issue of retention as more important still.

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Overall, study showed that the HR practices that are the most frequently engaged in are providing baby boomers with the opportunities for promotion and with access to new IT to support and improve employees’ work. It was found that HR practices have well-marked age discrimination implications. There is also a conclusion that baby boomers are seldom given access to training opportunities. However, most studied organizations expect to be doing this in the future.

The study showed that even when baby boomers are provided with training opportunities, frequently the training methods used do not meet their needs. It is important, therefore, to make practice and instruction “older-friendly” by adopting training techniques to the learning styles of baby boomers. It was found that the greater number of the organizations that were surveyed made no adjustments for the training of baby boomers.

There were limitations in conducting the study that do not permit to draw precise conclusions from the findings. The HR managers expect their company to use discussed practices in the next decade in meeting the problem of the aging employees. However, these are something looked forward to and only time will show if these plans do indeed become real practices. In addition, the response rate was low. The received information relies on what upper-level HR managers indicate their company is doing, which can be biased.

It is clear that organizations will need to go beyond what they are at present doing to achieve positive results in the retention of baby boomers. Some of these retention practices such as part-time employment, division of a job between two or more employees, phased retirement and encouraging professionals to remain in the workforce will require new methods and changes in the cultural attitudes that have developed among both employers and professional employees and these attitudes are going to be not easy to alter.


Armstrong-Stassen, M. and Templer J. (2006). The Response of Canadian Public and Private Sector Human Resource Professionals to the Challenge of the Aging Workforce. Public Personnel Management, 35 (3), 247.

Bacharach, S. B., Bamberger, P.,& Mundell, B. (1993). Status inconsistency in organizations: From social hierarchy to stress. Journal of Organizational Behavior, 14, 21–36.

Canadian Labor and Business Centre. Where Did All the Workers Go? The Challenges of the Aging Workforce. April 2001; http://www.clbc.ca. [Accessed June 23, 2008].

Coleman, D.R. (1998). Baby Boom to Baby Bust: Flexible Work Options for Older Workers, Benefits Quarterly, 14, 18-28.

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