2003 Research QuarterlyThe Aging WorkforceThe Reality of the Impact of Older Workers and Eldercare in the WorkplaceNancy R. Lockwood,SPHRHR Content Expert SHRMResearchSOCIETY FORHUMANRESOURCEMANAGEMENT
®2003 SHRMResearch QuarterlyAbstractThe impact of the aging workforce—particularly in developed countries—is beginning to be felt globally in theeconomy,in businesses,in communities,and even in people’s family life. It is critical that governments,employ-ers,and communities become more aware of the affect of the aging population on society in general and in particular the anticipated labor shortages,greater health care needs for the elderly,and decreased private and public investments with fewer people contributing as the baby boom generation retires. And as worldwidedemographic trends continue to show declining fertility rates and a steady increase in life expectancy,the issuesof older workers and eldercare come to the forefront. The Aging Workforce: The Reality of theImpact of Older Workers and Eldercare in the Workplaceber of older workers will significantly increase as allPart One: Older Workersbaby boomers reach age 40 by makeup of the labor force has slowly changedIn the profiles on older workers presented byTover the past 50 years,and significant changes areGeorgetown University’s Center on an Aging Society,coming. This demographic shift has been exacerbatedthe data suggest that being an older worker starts atby the trend of early retirement of the baby boom gen-2age ,the Committee for Economiceration. In 1950,there were seven working age peopleDevelopment’s New Opportunities for Older Workersfor every elderly person in the United States. By 2030,3identifies older Americans as age 45 and will be only aging workforce repre-portrayed in Chart 1,the 2003 SHRM®/NOWCC/CEDsents a major economic challenge at home andOlder Workers Surveyshows that human resource pro-abroad. The question is—how will society and worldfessionals widely differ on defining the age of older4leaders address this challenge? workers,from ages 40 to 45 to age 70 and are several components to be considered. First,many older workers are remaining in the workforce orProjected Statistics Forecast a Serious Scenario seeking full- or part-time positions after significant labor shortage is forecast,with some ofSecond,to retain older workers with their experiencethe factors being an unprecedented aging workforce,and knowledge base—and offset the skilled laborretirement of the baby boom generation,lower birthshortage—legislative changes must be made to allowrates,and fewer skilled younger workers: older workers to continue to work,or return to work,without financial penalty (.,changes in social secu- Since 1950,the number of people aged 65 andrity,pension plans,IRS regulations). And third,toolder in the United States has increased from 8%encourage older workers to remain in the workforce,5to 12%.organizations must be willing to make investments intraining and offer appropriate benefit options. In 2002,the total labor force in the United States—including people with jobs and active job seekers—Exactly Who Is an "Older Worker"?1 Committee for Economic Development. (1999). New opportunities forolder workers. Retrieved September 22,2003,from are older workers? They are full time and part/projects/,temporary and permanent,white-collar and blue-2 Georgetown University’s Center on an Aging Society. Data Profiles:Young Retirees and Older Workers. Retrieved August 27,2003,fromcollar. Older workers may be 45,55,or 65 years old,in 70s,or even older. 3 Committee for Economic Development. (1999). New opportunities forolder workers. Retrieved September 22,2003,from varying perspectives on what constitutes an older4 Collison,J. (2003,June). SHRM®/NOWCC/CED older workers ,there is no set definition. The Age DiscriminationAlexandria,VA: Society for Human Resource Employment Act of 1967 (ADEA) applies to individuals5 Committee for Economic Development. (1999). New opportunities forolder workers. Retrieved September 22,2003,from 40 and over. Using the ADEA definition,the num-/projects/ Aging Workforce: The Reality of the Impact of Older Workers and Eldercare in the Workplace
®2003 SHRMResearch Quarterlyincreased by approximately 720,000 people,asadversely affects their status due to age (.,compared to 950,000 in 2001. The increase is pri-discontinuing pension accruals after age 65). Other6marily due to people aged 55 and to the ADEA may occur with bona fide occupational qualifications reasonably necessary to By the end of 2002,the number of older workers inan organization’s operation or special rules under thethe labor force aged 55 to 64—employed or seek-1988 Employee Retirement Income Security Acting work—increased to %,the highest level(ERISA).7during the postwar companies circumvent the ADEA by using the According to the . Bureau of Labor Statistics,Older Workers Benefit Protection Act (OWBPA). Asmore than 25% of the working population will reachexplained in the August 2003 issue of HR Magazine,retirement age by 2010,resulting in a potential"most companies inoculate themselves against age8worker shortage of nearly 10 by asking dismissed older workers to signreleases and confidentiality agreements in exchange According to the . Census Bureau,the numberfor retirement with incentives,severance and buy-of people aged 55 and older will increase to 73%outs." As a result,many older workers’ issues areby 2020,while the number of younger workers willnot brought to the only 5%.Ageism—Or "the Gray Ceiling" By 2030,with the last of the baby boom generationAgeism,sometimes called "the gray ceiling," is one ofturning age 66,an unprecedented 20% of the pop-the major barriers for older workers (seeFigure 1).10ulation will be over age to the Education Resources InformationCenter,older workers have a greater fear of discrimina-Age Employees Considered to be an Chart 113Older Wotion than fear of pointed out in Update on the Older Worker: 2002,28%age discrimination in the workplace is a %Although exact figures of age discrimination are not2523%available,age is a significant barrier for many oldermen and women,as evidenced by the longer time20required to find employment,the lower salaries manyolder workers experience,and the amounts awarded by14courts to victims of age ,15according to research published in the Industrial &Labor Relations Review,access to jobs for older work-10%10ers is even more challenging due to the entry barriers8%associated with occupations with pension benefits,15steep wage profiles,and computer %2%6 Rix,S. E. (2003,June). Update on the older worker: ,DC: AARP Public Policy -4445-49750-5455-5960-6465-690+7 Weller,C. E. (2003,July 16). Economic snapshots: Older workers stay-ing in the labor force. Economic Policy Institute. Retrieved August 27,Source: 2003 SHRM®/NOWCC/CED Older Workers Survey2003,from Bureau of Labor Statistics, . Census Bureau. Age data. Retrieved August 27,2003, and Older Workers10 Committee for Economic Development. (1999). New opportunitiesfor older workers. Retrieved September 22,2003,fromIn the United States,older workers are protected in the workplace under the ADEA. This11 . Equal Employment Opportunity Commission. (1967). The agediscrimination in employment act of 1967. Washington,DC: prohibits age discrimination in employment for per-Retrieved August 26,2003,from aged 40 and over. The ADEA applies to private12 Grossman,R. J. (2003,August). Are you overlooking older workers?HR Magazine,48,8,p. public employers with 20 or more employees,13 Imel,S. (1996). Older workers: Myths and realities. Educationalemployment agencies,labor organizations with 25 orResources Information Center. Retrieved August 26,2003,from members,and apprenticeship and training pro-14 Rix,S. E. (2003,June). Update on the older worker: . With some exceptions in academic institutions,Washington,DC: AARP Public Policy Hirsch,B. T.,Macpherson,D. A.,& Hardy,M. A. (2000,April).the ADEA forbids mandatory retirement based on ageOccupational age structure and access for older workers. Industrial &and limiting or classifying employees in any way thatLabor Relations Review,53,3, Aging Workforce: The Reality of the Impact of Older Workers and Eldercare in the Workplace3
®2003 SHRMResearch QuarterlyIn the 2002 Life Planning Survey,key informationFigure 1Barriers to Older Workersregarding work and life priorities of older workers (identified as "mature workers" in this survey) is Private and public workplace policies (.,pensiondocumented. The data indicate that fewer than half ofrespondents plan to retire within five years. Althoughplans,social security policies) that encourage retire-the majority of older workers remain in their jobs forment through financial reasons,many stay because they want to be Workplace discrimination—age bias in hiring,trainingactive. Two-thirds of respondents indicate they wantand retention training and leadership development oppor-tunities. At the same time,it is interesting to note that Limited opportunities for survey results do not concur with the belief thatmany older workers retire due to work/life concerns. Negative stereotypes in the ,older workers remain in the workforce to have Inadequate training financial means to handle eldercare SHRM®/NOWCC/CED Older Workers Survey Attitudes of older workers (.,disillusioned,discour-results reflect many of the reasons identified in theaged,depressed).2002 Life Planning Survey. Health of older most research on older workers focuses on indi-Source: Committee for Economic Development, approaching traditional retirement ages of 55 to65,there has been little research on the labor supplyAs noted in New Opportunities for Older Workers,"discriminatory practices contribute to a sense on theFigure 2Resources—Older Workerspart of older Americans that the employment deck is16stacked against them."In response,some olderworkers’ reaction is to withdraw from the : in Human Resource Management JournalAgeSource Worldwide: this reaction,explaining that older work-/general/ who feel discriminated against are more likely toCenter on an Aging Society:17retire :// for Retirement Research at Boston College:Ageism is also a social bias. As discussed in article,"Are You Overlooking OlderCommittee for Economic Development: there is subtle discrimination against olderEqual Employment Opportunity Commission:18workers in the comments,such joke or offhand remark,are not a violation of theFacts About Age Discrimination:ADEA,over time they can lead to discriminatory ceptions that may adversely impact an older Interagency Forum on Aging Related Statistics: Older Workers Remain in,or Return to,theGlobal Action on Aging: Academy on Aging Society: workers continue to work and retirees return towork for financial reasons,socialization,and wanting toOrganization for Economic Cooperation andDevelopment (OECD): valued. However,with personal savingsSHRM®/NOWCC/CED Older Workers Survey:significantly lower than in the past,the most to work for older Americans is Conference Board: Center for Organizational Research,Humanresource challenges raised by the aging workforce: An16 Committee for Economic Development. (1999). New opportunities forannotated bibliography of resources for employers:older workers,page 33. Retrieved September 22,2003, Snape,E.,& Redman,T. (2003). Too old or too young? The impact ofThe Century Foundation: age discrimination. Human Resource Management Journal,13,1, National Council on Aging: Grossman,R. J. (2003,August). Are you overlooking older workers? Bureau:HR Magazine,48,8,p. The Conference Board. (2002). Voices of experience: Mature workersin the future workforce. New York: Aging Workforce: The Reality of the Impact of Older Workers and Eldercare in the Workplace
®2003 SHRMResearch Quarterlywith older workers tending to have better work atti-Fen Reasons to Hire Older Workersigure 3T21tudes as pointed out in Older Workers: Myths and Realities, willing to work different research characterizes attitudes and beliefs as mentors."ambivalent" while other research views older having both positive and negative attributes. work with younger workers,the perspectiveregarding older workers is positive with valued as loyalty,motivation,and a solid work diversity of thought/ the 2003 SHRM®/NOWCC/CED Older work more ,HR professionals indicate mixed feelings workers. As listed in Figure 3,HR professionalsve established a number of positive reasons to hire retention . The top three advantages are their willing-Source: Adapted from the 2003 SHRM®/NOWCC/CED ness to work different schedules,ability to serve asOlder Workers Surveymentors,and the invaluable experience they bring tothe workplace. In contrast,there are a number of dis-of individuals aged 65 and older,sometimes referred toadvantages,with the top three cited as not keeping upas "the elderly." The Center for Retirement Research atwith technology,causing expenses to rise,and beingBoston College’s (CRR) Elderly Labor Supply: Work orless flexible. It is interesting to note that the respons-Playnotes that "the labor supply of the elderly is con-es—positive and negative—are contradictory regardingcentrated among the healthiest,wealthiest,and most"flexibility." Overall,the majority of HR professionalseducated individuals,and yet they earn very low the advantages of hiring older workers out-Nearly 70% of individuals aged 70 and above earn23weigh the in the bottom quintile of the overall wage distri-20bution of those aged 50 to 61."From the older worker’s perspective,being valued inthe workplace is important. However,the 2002 LifeFurther,with Americans living longer,there arePlanning Surveyindicates that supervisory relation-increased concerns about social detachment and iso-ships are a key derailment factor for older workers,lation. Work as a social outlet has become increasing-resulting in their selecting retirement rather thanly important. In the workplace,older workers have aremaining in the workforce. One-third of respondentssense of accomplishment and responsibility. There-indicate that younger mature workers (under age 55)fore,older Americans may be more willing to continuewho plan to retire do not feel respected by their organi-working past traditional retirement and that one out of five anticipate making a24career and Beliefs About Older Workers: SomeContradictionsHow Are Companies Preparing for Older Workers?The literature reveals varying attitudes and beliefsFew business communities and HR leaders are plan-about older workers. Although much of the research onning ahead for the future workforce changes. In herolder workers has been published in the past five yearsbook,Age Works: What Corporate America Must Do to(see Figure 2),as early as 1978 research assertedSurvive the Graying of the Workforce,Beverly Goldergthat the fears regarding older workers are not based in(vice president of The Century Foundation,a New York-fact,specifically noting that the performance of olderbased think tank devoted to economic policy andworkers is as good,if not better,than younger workers,domestic issues) believes that the business commu-20 Haider,S.,& Loughran,D. (2001). Elderly labor supply: Work or play?nity’s challenge will be finding ways to hold on to Chestnut Hill,MA: Center for Retirement at Boston individuals and questions how prepared 21 Sonnenfeld,J. (1978,November/December). Dealing with the aging25workforce. Harvard Business Review,56,6, will Imel,S. (1996). Older workers: Myths and realities. EducationalResources Information Center. Retrieved August 26,2003,fromIn the 2003 SHRM®/NOWCC/CED Older Workers,the data suggest that most employers are not23 Collison,J. (2003,June). SHRM®/NOWCC/CED older workers ,VA: Society for Human Resource taking the anticipated labor shortage The Conference Board. (2002). Voices of experience: Mature workers"Interestingly,although the respondents indicate thatin the future workforce. New York: average age of retirement in their organizations is25 Goldberg,B. (2000). Age works: What Corporate America must do tosurvive the graying of the workforce. New York: The Free Aging Workforce: The Reality of the Impact of Older Workers and Eldercare in the Workplace5
®2003 SHRMResearch Quarterlyworkers—to augment the labor shortage (see FigureTwelve Strategies to Manage a Mature Figure 44). According to the Radcliffe Public Policy Institute’sWorkforceChanging Work in America Series: Training OlderWorkers for the Future,training is one of the the average age and retirement intentionsof your measures a company can take to prepare27for the upcoming labor ,as aging and generational issues as components of diversity the Journal of Management,a factor for organiza-tions to consider is that with age older workers the training needs of mature less self-confidence for career-relevant policies and practices to ascertain whetherthey penalize or exclude mature rewards on performance,not Global Arena and Older health and wellness aging workforce is a global concern. As alterKinsella (chief,Aging Studies Branch,Internationalnative career Center at the . Census Bureau) opportunities for knowledge a presentation sponsored by Global Action on Aging, a life cycle work/life is mixed information available to compare extended leave older workers between developed and employees in making informed retirementoping countries. "We should all be very aware of that even when you see a formalized, "alumni" participation rate,it may or may not reflect theSource: Voices of Experience: Mature Workers in the Futurereality of that country. In spite of the best efforts of theWorkforce, Nations to prompt countries to broaden theirdefinitions of labor force or economic activity,there’s65,few organizations are currently preparing for the loss29still an enormous variation around the world."of knowledge and experience when workers aged 55 and over retire." More than one-third of respon-In some developed countries,however,the agingdents do not know the state of preparation of theirtrends will be more dramatic sooner than in the Unitedorganizations regarding the large percentage of retire-States. For example,in 2020,Japan will have thement in their workforce. Only 35% are just becomingsame share of its population over age 65 as theaware of this critical issue. In addition,fewer than 30%United States will in 2030. Among the Organization forof respondents are making changes in their policies andEconomic Cooperation and Development (OECD) coun-practices on recruiting,retention,and management intries,by 2030 Germany will experience the most signif-response to the increasing age of their growth in its elderly population with 28% of itsFurthermore,the survey reveals that fewer than 50% ofpopulation over age 65 as compared to the United30respondents attempt to capitalize on and incorporateStates that year with 20% over age experience of older workers. Yet while 65% ofrespondents indicate they are not taking any specificThe critical challenges for developed countries areactions to retain older workers,some companies aretwofold: a fiscal imbalance in national pension sys-quietly preparing for the possibility of a worker due to fewer workers providing benefits for aSome organizations use a variety of practices to retaingreater number of retirees and the potential economicolder workers,such as flexible schedules (24%),continu-strain from a skilled worker shortage. The . Generalous skills training (17%),reduction in work hours (17%),Accounting Office’s (GAO) Older Workers: Policies of26and asking older workers what they want (5%).Other Nations to Increase Labor Force Participationdescribes the high levels of older worker labor forceWhen the labor supply begins to diminish,employersparticipation in Japan,Sweden and the Unitedwill seek "nontraditional" sources—including olderKingdom in the past and how they are now implement-ing policy reforms to emphasize the importance of26 Collison,J. (2003,June). SHRM®/NOWCC/CED older workers workers. Of these three countries,Japan is fac-Alexandria,VA: Society for Human Resource Costello,C. (1997). Changing work in America series: Training oldering the most severe aging trend,with its median popu-workers for the future. Cambridge,MA: Radcliffe Public Policy age projected to be 28% higher than that of the28 Maurer,T. (2001). Career-relevant learning and development,workerUnited States in the coming decades. "However,age,and beliefs about self-efficacy for development. Journal ofManagement,27,2, incentives to work to later ages have been29 Global Action on Aging. (2003). What’s happening to older workerscreated through reforms to their national- and employ-globally?Retrieved August 27,2003,from pension systems,officials from each nation30 Committee for Economic Development. (1999). New opportunities forstressed that these policy changes must be accompa-older workers. Retrieved September 22,2003,from by labor market reforms and economic growth to/projects/ Aging Workforce: The Reality of the Impact of Older Workers and Eldercare in the Workplace
®2003 SHRMResearch Quarterlyprovide job opportunities to older workers if they are to31Figure 5Resources—Eldercarebe effective."AARP: a Proactive StanceAdministration on Aging—Elders & Families:The aging workforce is a worldwide challenge that quickly be resolved. Among the top priorities forAlzheimer’s Association: workers are legislative reform (.,retirement andAmerican Association of Homes and Services for thepension programs) and professional development/train-Aging: . By taking the necessary steps now to prepare theirCenters for Medicare and Medicaid Services:organizations for the future labor shortage and strategic plans for recruitment,training,andElderCare Locator: transfer,human resource leaders will enableFamily Caregiver Alliance: companies to move forward in difficult Foundation of America: Alliance for Caregiving: Two: EldercareNational Council on the Aging: Family Caregivers Association:"Eldercare may well be the benefit of the century that makes a company competitiveNOCA Benefits Checkup: attracting and keeping reliable and productive32Taking Care of Yourself as a Caregiver:employees." the population ages,eldercare—for employers on Aging: —will become an important issue in thecoming years. With baby boomers beginning to reach33decade to start addressing eldercare concerns."Anage 50,many employees are finding themselves deal-overwhelming proportion of employees are "informaling with older parents. Although the profile of a typicalcaregivers," yet few employers track eldercare is a woman age 46,married,employed fullAs revealed in the 1997 MetLife Study of Employertime,and spending 18 hours a week on caregiving,Costs for Working Caregivers,statistics show the annu-eldercare in the workplace is primarily a hidden prob-34al cost of eldercare to employers:lem. Unlike other issues (.,childcare),employeesare not comfortable discussing eldercare because they Absenteeism: $397 millionsee it as a private family matter. (For resources on Partial absenteeism: $488 million eldercare,see Figure 5.) Workday interruptions: $ billionStatistics Reveal Hidden Costs of Eldercare Eldercare crises: $1 billion"Because informal caregiving does not involve Costs associated with supervising caregivers: market transactions and it is generally socially and$805 million politically invisible,its economic value to society is Replacement costs for employees who quit largely ignored."Source: Rose M. Rubin,The Economic Costs of Informal Elderannually: $ billion Caregiving. Productivity: $ to $29 billionAs noted in HR Magazine,the need for eldercare willhit critical mass in 2012 when the first wave of thebaby boom generation turns age 65,and "individualsStresses of Eldercare on Employeesand organizations cannot afford to wait anotherEldercare takes a number of forms—from direct caregivingand handling medical issues to financial and legal matter the level of involvement,the stress of eldercare31 . General Accounting Office. (2003,February). Older workers:Policies of other nations to increase labor force participation(GAO-03-places employees at risk. The emotional stress—sadness307). Washington,DC: grief,fear and worry,anger,guilt,fatigue,and isola-32 Walston,M. R. (1995). Eldercare benefits offered by the best com-panies to work for in America. Health Marketing Quarterly,13,1,—is ongoing,continues for years,and builds over Gerbman,R. V. (2000,May). Elder care takes America by storm. HRWomen are usually the caregivers,and with many womenMagazine,45,5,p. Metropolitan Life Insurance Company. (1997). The MetLife study ofmarrying later in life,they often care for children and eldersemployer costs for working caregivers. Aging Workforce: The Reality of the Impact of Older Workers and Eldercare in the Workplace7
®2003 SHRMResearch Quarterlyat the same time. To complicate matters,many employeesWhat Are Companies Doing About Eldercare?are long-distance this time,eldercare benefits are not commonlyoffered by employers. A mid-1990s survey revealedThe employee cost of eldercare is not only emotional,that the top 100 companies to work for in Americait is financial. The 1999 MetLife Juggling Act Studyoffered benefits for eldercare that focused on flexibilitydocuments that employees must often take time from39(.,time off,flextime,leave,and flex place).SHRM’stheir workday—or even quit their jobs—to handle elder-2003 Eldercare Surveyshows that few companies offercare responsibilities. The study indicates that 64% ofbenefits,outside those with flexible options,whichemployees take sick days or vacation time,33%directly address eldercare. While 76% of organizationsdecrease their work hours,22% take leaves ofindicate they make exceptions to formal policies to pro-absence,20% change their job status from full to part35time,16% quit their job,and 13% retire earvide more flexibility to employees with eldercare needs, 6% of respondents have a specific policy or poli-cies for eldercare and only 23% have paid time policiesImpact of Eldercare on Employers40that specifically include —whether they believe it or not—are payingfor eldercare through lower productivity,increasedAccording to SHRM’s 2003 Eldercare Survey,the fourabsenteeism,and higher turnover. Even eldercare ofmost common benefits that consider eldercare needsone hour per week drains employee productivity,are bereavement leave,FMLA leave,unpaid familyleave,and leave without pay options. Of these four,according to the 1997 study by the Metropolitan Life36only bereavement leave is paid. Yet since bereavementInsurance explained in the July 2003leave does not address ongoing caregiver concerns,itissue of HR Magazine,eldercare also directly impactscannot be considered a true eldercare benefit. Further,employers when employees decline intercompanybereavement leave policies limit to whom the policytransfers that would relocate them farther away fromcan be applied. In addition,as eldercare responsibili-37aging often place a financial burden on employees,ben-efits that are unpaid add to the employee’s financialThe Society for Human Resource Management’shardship. Finally,as the survey points out,some organ-(SHRM) 2003 Eldercare Surveyreveals that one out ofizations provide other programs for eldercare needs,seven employees are currently facing eldercare the employee assistance program being mostYet this information may be an understatement,withcommonly offered (69%). Less frequently offered areone out of four . households involved with the careeldercare referral services (23%),long-term care insur-of an older relative or friend. The study also suggestsance (16%),employee leave sharing (13%),and legalthat human resource professionals may not be aware41services for eldercare issues (13%.)of the extent of their employees’ involvement witheldercare. While almost 50% of respondents haveThe New Trend—Eldercare and Business Developmentseen an increase in employees dealing with eldercareHealth care is a business,with eldercare being one ofissues in the last several years,only 5% of respon-its newest business developments. There are now busi-dents strongly agree that employers have an obligationnesses for eldercare planning,eldercare services,long-to provide resources and assistance for employeesterm care insurance,eldercare attorneys,eldercarefacing eldercare issues. Yet 92% agree that over thespecialists,Web-based networks,and referral five to 10 years,the number of employees who38Employee assistance programs increasingly coverprovide eldercare will . And as pointed out in "The Business ofEldercare," entrepreneurs are responding to market35 Wells,S. J. (2000,Maneeds,with some companies offering personaly). The elder care gap. HR Magazine,45,5, systems to help elderly people stay in their36 Speer,T. L. (1996,June). The unseen cost of eldercare. American42Demographics,18homes as long as possible.,6, Frase-Blunt,M. (2003,July). Respecting the elders: Moving anemployee to another city may affect three generations. HR Magazine,48,7, Global Arena and Eldercare38 Burke,M. E. (2003). 2003 eldercare survey. Alexandria,VA: SocietyFrom a global perspective,the literature shows that elder-for Human Resource is now a concern on the expatriate front and a grow-39 Walston,M. R. (1995). Eldercare benefits offered by the best compa-nies to work for in America. Health Marketing Quarterly,13,1, international public policy issue. For the first time40 Collison,J. (2003,June). SHRM®/NOWCC/CED older workers its initial publication 10 years ago,the GMAC GlobalAlexandria,VA: Society for Human Resource Servicesin 2002 documents that eldercare42 Buglass,K. (1989,September). The business of eldercare. Americanissues are now a factor in whether an internationalDemographics,11,9, Aging Workforce: The Reality of the Impact of Older Workers and Eldercare in the Workplace
®2003 SHRMResearch Quarterlyassignment is accepted. A recent article,"Expats With22,2003,from Parents to Care For: How is HR Responding?"Costello,C. (1997). Changing work in America series:states that expatriates are requesting their employersTraining older workers for the future. Cambridge,MA:provide home leave to address eldercare. The SeptemberRadcliffe Public Policy issue of SHRM’s Global Perspectives,"What AboutMy Parents? Expats and Elder Care" suggests that elder-Eldercare as a business to grow exponentially. (2003,care be a key part of the international assignment plan-February 21). The Business Journal – Central New York,43ning on October 22,2003,AARP’s Global17,8, Program hosted the International Forum on Long-Ettner,S. L. (1996,Winter). The opportunity costs ofTerm Care in Washington, care. The Journal of Human Resources,31,1, aging workforce brings together two significant andFact sheet: Women and caregiving: Facts and figures.(1999). San Francisco: National Center on Caregivinginterconnected issues: older workers and eldercare. Inat Family Caregiver Alliance. Retrieved September 3,the years to come,employers will be grappling with how2003,from attract and retain older workers as the baby retires. Training and professional develop-ment will be key for older workers to maintain theirFletcher,L. (2001,March 5). Elder care a concern ofedge in the workforce. Substantial change is necessaryaging workforce. Business Insurance,36,10, pension plans and social security so olderworkers will not be financially penalized. And whileFrase-Blunt,M. (2003,July). Respecting the elders:older workers are dealing with their own career,they willMoving an employee to another city may affect threelikely have responsibility for older parents or . HR Magazine,48,7, is a growing workplace concern that will notgo away but rather will become a significant issue forGMAC Global Relocation Services,National Foreignemployees and employers alike. Over time,the dualTrade Council,Inc.,& SHRM Global Forum. (2003).challenge of older workeGlobal relocation trends: 2002 survey report. Warren,rs and eldercare will beNJ: present in the workforce. 43 Minehan,M. (2003,September). What about my parents? Expatsand elder care. Global Perspectives, University’s Center on an Aging Society./perspectives/articles/ Data Profiles: Young Retirees and Older August 27,2003,from http://ihcrp®SHRMResearch Quarterly: . Aging Workforce—BibliographyBuglass,K. (1989,September). The business of elder-Gerbman,R. V. (2000,May). Elder care takes Americacare. American Demographics,11,9, storm. HR Magazine,45,5, Action on Aging. (2003). What’s happening toBurke,M. E. (2003). 2003 eldercare workers globally?Retrieved August 27,2003,Alexandria,VA: Society for Human Resourcefrom Quinn,J. F. (2002,December). Is work-ing longer the answer for an aging workforce?ChestnutGoldberg,B. (2000). Age works: What CorporateHill,MA: Center for Retirement must do to survive the graying of theworkforce. New York: The Free ,J. A.,& Weber,K. A. (1999). Challenges & choic-Grossman,R. J. (2003,August). Are you overlookinges: Family relationships—Elderly caregiving. Columbia,older workers? HR Magazine,48,8,: University of ,S.,& Loughran,D. (2001). Elderly labor supply:Collison,J. (2003,June). SHRM®/NOWCC/CED olderWork or play?Chestnut Hill,MA: Center for Retirementworkers survey. Alexandria,VA: Society for Humanat Boston ,B. T.,Macpherson,D. A.,& Hardy,M. A. (2000,Committee for Economic Development. (1999). NewApril). Occupational age structure and access for olderopportunities for older workers. Retrieved SeptemberThe Aging Workforce: The Reality of the Impact of Older Workers and Eldercare in the Workplace9
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SHRMResearchABOUT THE AUTHORNancy R. Lockwood,SPHR,is an HR Content Expert for the Society for Human ResourceManagement. Her responsibilities include identifying topics and focus areas in need ofadditional human resource management research and creating HR products of strategicand practical value for HR target audiences. She is certified as a Senior Professional inHuman Resources by the Human Resource Certification Institute. Ms. Lockwood can bereached by e-mail at nlockwood@.®ABOUT THE SHRMRESEARCH DEPARTMENTThe SHRM Research Department researches and synthesizes the thoughts,practices andvoices of today’s HR professional,business and academic leaders on various HR topicsand focus areas,and creates products of strategic and practical value for HR target audi-ences. The Research Department includes the Survey Program,the Workplace Trends andForecasting Program,and the Diversity Program. These programs provide SHRM memberswith a wide variety of information and research pertaining to HR strategy and practices toboth serve the HR professional and advance the HR profession. ABOUT SHRMThe Society for Human Resource Management (SHRM) is the world’s largest associationdevoted to human resource management. Representing more than 175,000 individualmembers,the Society’s mission is to serve the needs of HR professionals by providingthe most essential and comprehensive resources available. As an influential voice,theSociety’s mission is also to advance the human resource profession to ensure that HR isrecognized as an essential partner in developing and executing organizational in 1948,SHRM currently has more than 500 affiliated chapters within theUnited States and members in more than 100 countries. Visit SHRM Online report is published by the Society for Human Resource Management (SHRM). Theinterpretations,conclusions,and recommendations in this report are those of the authorand do not necessarily represent those of SHRM. All content is for informational purposesonly and is not to be construed as a guaranteed outcome. The Society for HumanResource Management cannot accept responsibility for any errors or omissions or any lia-bility resulting from the use or misuse of any such information.© 2003 Society for Human Resource Management. All rights reserved. Printed in theUnited States of publication may not be reproduced,stored in a retrieval system,or transmitted inwhole or in part,in any form or by any means,electronic,mechanical,photocopying,recording,or otherwise,without the prior written permission of the Society for HumanResource Management,1800 Duke Street,Alexandria,VA 22314, more information,please contact:SHRM Research Department1800 Duke Street,Alexandria,VA 22314,USAPhone: + Fax: + Society for Human Resource Management (SHRM) does not endorse or implyendorsement of these materials. Reference to any specific commercial product,processor service by trade name,trademark,service mark,manufacturer,or otherwise does notconstitute or imply endorsement,recommendation or favoring by -0351
