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What the Numbers Don’t Tell Us
By aheinrich | April 19, 2010
The interesting thing about statistics is how they can be used to make or break a point depending not so much on the numbers themselves, but how the numbers get used, and what you need to keep in mind when using them. Take this statistic from the Bureau of Labor Statistics–by 2014, nearly one-third of the total U.S. workforce (32%) will be age 50 or older. This will be a significant increase from 27 percent in 2005.
The interesting thing about this isn’t that the number probably seems high—I certainly thought so–but that this number was derived before the current economic downturn forced most of those planning on retirement to put off those plans another five or 10 years, maybe even forever. An entire generation may actually be working until they die.
According to a study by the American Association of Retired Persons (AARP), Baby Boomers Envision Retirement II: Survey of Baby Boomers’ Expectations for Retirement (September 2004) eight out of ten Boomers expect to work at least part time in their so-called retirement years. Another interesting statistic, but considering again that this study was completed nearly six years ago, it wouldn’t take a statistician to determine that given the spate of articles about boomers foregoing retirement the number staying on the job is potentially much higher than eight out of 10. For the Gen Xers and Millenials who’ve been itching for the 48 and older elders to leave sooner than later, this new workforce reality is going to “suck.”
When resources are scarce, conflict is sure to arise. There’s already a scarcity of jobs. Compound that with a scarcity of managerial jobs because they’re being held tightly by an entire generation that can’t afford to give them up any time soon, and imagine the conflicts that will ensue.
Employee engagement may be one of the initial aspects to suffer if there’s no chance to move up or move on. Consequently, new reward systems, performance measurement, and even job titles may have to be created to keep multi-generations engaged in something other than backoffice maneuvering for management jobs that will be difficult to come by. More important will be improved management techniques and communication skills that will emphasize and reward collaboration and team work at a time when many employees will be driven by self-interest and preservation.
Five years from now, we can hope for a statistic that proves this out, no matter which way you look at it.
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