AGEING WORKFORCE

Ageing Workforce

Executive Summary

This paper discusses about one of the important challenges faced by the organization in terms on social aspects as well as the financial aspects. The research and information in this report are divided into four sections. The first section of the report examines the comparison of how Human Resource Development is conceived and implemented in Australia and India. As a result of large increase in the ratio of older economically inactive persons per worker, two main challenges have emerged. The second section includes any references to national institutions, systems or organization that influence approaches to Human Resource Development. The findings are showing that the number of ageing workforce is in great number and no country have any choice accept developing the old employees and bring them in a pace of young blood.

Table of Content

Executive Summary2

2.0 Introduction4

3.0 A comparison of how HRD is conceived and implemented in two countries5

3.1 How HRD is conceived and Implemented in Australia5

3.2 How HRD is conceived and implemented in India6

4.0 Reference to any national institutions, systems or organizations that influence approaches to HRD9

4.1 National institutions, systems or organizations that influence approaches to HRD in Australia:9

4.2 national institutions, systems or organizations that influence approaches to HRD in India11

5.0 Discussion of each country's response has been to the ageing workforce12

5.1 Australia's response towards ageing workforce12

5.2 India's response towards ageing workforce14

6.0 An evaluation of which country you believe has a more effective approach to HRD for an ageing workforce and why, based on literature15

Conclusion15

Reference17

2.0 Introduction

At the organizational level, barring older workers' access to jobs is possibly commonly found discriminatory practice. In the U.K., age limits are in job advertisements. Australian employers significantly preferred recruiting 26 to 35 year-olds for most job categories, with the exception of managerial positions (over 35 being preferred), whereas those over 56 either rarely selected by employers, or chosen for unskilled jobs only. Even in a nation with active anti ageism provisions as New Zealand, 80% of New Zealand's job recruiters admitted in a national survey that they would be most likely to turn down older applicants regardless of merits.

Surprisingly, younger workers (e.g. in the mid 30s) may also find themselves victims of ageism. For example the British Civil Service Commission specifies that applicants for the position of Executive officer, a junior administrative position, should he between the ages of 17 and 28. Older workers are particularly vulnerable in organizations downsizing plans.

A Canadian company was recently found discriminating against older workers by the Ontario Board of Inquiry, because this company led to downsize employees who did not have “career potential”. Coupled with older workers' inability to find new employment redundancy and voluntary retirements (e.g., the policy of “golden hand shake” resulted in an estimated 1.25 million unemployed people aged 50 to U.K. in the early 1990s. (Garavan, 2000)

3.0 A comparison of how HRD is conceived and implemented in two countries

3.1 How HRD is conceived and Implemented in Australia

Recently, the human resources development achievements of competitive advantage (HRD) is an ...