HR Professional - December/January 2008 - (Page 30)

COVER STORY Rather than being black or white, t the new retirement can happen in soothing shades of silvery grey. So i if companies want to hang on to t their intellectual capital, and that intellectual capital is in no hurry to leave, where’s the crisis? It’s a question of time. “ T he nu mbers are show ing that older employees are going to leave because they’re retiring and companies haven’t put in place plans for them to stay,” says Armstrong. Working with employers through Life’s Next ‘‘ retirement is getting a facelift. St e p s, s he of t en enc ou nt er s complacency. “Every bit of research I do, every HR person I talk to says, ‘Wow, that’s a good idea, but we’re not going to do it now.’ I think they’re not feeling the pain of the pinch yet.” TAKING ACTION Besides the increasingly common idea of phasing into retirement, Barbara Jaworski of the Workplace Institute recommends cycling in and out of work. “That way you can retire, take that trip for six months, go down south for the winter…but maybe come back and work for a while on a project basis.” The premise of her book, Kaa Boom! How to Engage the 50-plus Worker and Beat the Workforce Crisis is that if employers don’t s start looking at new strategies to retain and attract older workers, their business will go “kaboom.” Jaworski partly blames agism, a problem she says is pervasive but rarely talked about. “It’s the elephant on the boardroom table.” Employers, for example, might hesitate to train or promote people in their late 50s, even though research shows it’s a great ROI. Unlike younger workers who frequently change jobs, older ones are already where they want to be and happy to learn even more about their particular subject. How can employers leverage that talent? ’’ Alan Diner to Head Toronto Office Global Migration & Executive Transfer Practice Alan advises clients on Canadian immigration and citizenship law, with a particular focus on business immigration and the transfer of executives and professionals to Canada. He also co-ordinates multinational moves of executives between other countries for Canadian business clients. Alan joins us after serving as the Manager of Ontario’s Provincial Nominee Program, where he led the design and implementation of the province’s first-ever immigrant selection program, and has extensive prior immigration law experience. Alan Diner 416.865.2338 alan.diner@bakernet.com Alan is admitted to the Bars of Ontario and New York. He also serves his clients in French and Spanish. To run a global business, you have to be able to move people worldwide. With offices in 38 countries, our network of immigration lawyers offer comprehensive assistance on executive transfers — delivered locally around the world. Baker & McKenzie LLP www.bakernet.com Baker & McKenzie LLP, an Ontario limited liability partnership, is a member of Baker & McKenzie International, a Swiss Verein. 400134_Baker.indd 1 30 D e c e m b e r 2 0 0 8 / J a n u a r y 2 0 0 9 9/18/08 11:55:15 AM HR P ROF ES SI O N AL

Table of Contents Feed for the Digital Edition of HR Professional - December/January 2008

HR Professional - December/January 2008 Contents Editor's Letter Contributors Leadership Matters Upfront Legal Compensation Human Capital Talent Management The R-Word Speak No Evil On Message Strategy HR 101 Interview with Donna Wilson Off the Shelf The Last Word

HR Professional - December/January 2008

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