The New Workforce

Hankin, Harriet
January 2005
New Workforce - Business Book Summaries;2005, Vol. 1 Issue 1, p1
Book Summary
Book Summary
In The New Workforce, author Harriet Hankin offers an insightful summary of changes already underway in our society that will dramatically alter the way organizations function in the twenty-first century. She goes on further to make recommendations for attracting and retaining employees who will be motivated, loyal, and productive. These societal trends (and their economic repercussions) will require a revamping of traditional corporate human resource thinking, including human resource policy, recruiting efforts, compensation and benefits, and learning and training. The five major trends are 1) an increasingly aging, yet active population, 2) the decline of the traditional nuclear family and the rise of alternative households, 3) the presence of four generations in the workforce�with a fifth not far away, 4) a workplace that is growing more diverse and more blended, and 5) the increasing desire for finding a �higher purpose� in the workplace. Advances in medicine are now allowing people not only to live, but also to be active, well beyond the traditional retirement age. Personal desire and financial pressures are keeping them in the workplace into their seventies and even eighties. Already, it is not unusual to see four generations in the same workplace, members of the Silent Generation, Baby Boomers, Generation X, and the Baby Boom Echo. Each generation, of necessity, has its own values, work style, needs, and expectations from their employers. With changing immigration patterns and changing norms of social acceptance, the workforce is now increasingly more diverse in terms of race, religion, and sexual orientation. Likewise, with the decline of the nuclear family in American culture over the last three decades, a variety of household types have arisen�female heads of households, same-sex partners, stay-at-home fathers, two-income, two-career families, unmarried couples living together and having families�that will make a �one size fits all� human resource policy impossible. These societal changes call for ever more customized human resource options. For the majority of employees, a paycheck is no longer the major factor in selecting and remaining in their jobs. Studies show that people are also seeking a higher purpose in their work, which includes personal growth and a work/life balance. They are also seeking employers who emphasize trust, respect, and ethical conduct.


Related Articles

  • The New Workforce: Five Sweeping Trends That Will Shape Your Company's Future.  // Future Survey;Mar2005, Vol. 27 Issue 3, p22 

    Reviews the book "The New Workforce: Five Sweeping Trends That Will Shape Your Company's Future," by Harriet Hankin.

  • Gendered Labour Market Segregation and Income - A Look at the Value of 'Female' Work. Liebeskind, Uta // Kölner Zeitschrift für Soziologie & Sozialpsychologie;dec2004, Vol. 56 Issue 4, p630 

    The article discusses the topic of labour market segregation and the gender gap in wages. One explanation is based on the cultural devaluation of typically `female' skills and work contents which are held responsible for lower earnings in these occupations. In the present study, the idea of...

  • Diversity: A principle of human resource management. Mathews, Audrey // Public Personnel Management;Summer98, Vol. 27 Issue 2, p175 

    Explores some of the challenges facing personnel and human resources managers in implementing diversity in the workplace. Challenges to personnel and human resources managers; Implementing diversity as a human resources principle; Workforce planning; Benchmarking to search for practices that...

  • Holding On to Paper and Letting Go. DeFelice, Alexandra // Accounting Technology;Mar2009, Vol. 25 Issue 2, p32 

    The author emphasizes the value of diversity among staffs in a company in the U.S. She notes that even though if a staff prefers to do his or her work in old-fashioned way, it is still important to adopt latest technology to retain younger generations and new employees. Moreover, the author...

  • Hispanic Professionals. Taborn, Tyrone D. // Hispanic Engineer & Information Technology;Nov/Dec2005, Vol. 20 Issue 2, p28 

    Presents the results of a survey on corporate diversity programs in the U.S. Importance of diversity programs to minority employees; Remarks from minority engineering professionals on how their employers treat them; Keys to retaining employees.

  • What Followers Want from Leaders: Capitalizing on Diversity. Upshur-Myles, Chantel C. // Nonprofit World;Sep/Oct2007, Vol. 25 Issue 5, p15 

    The article focuses on capitalizing on diversity in an organization in the U.S. It states that to lead effectively, one must gain a deep understanding of each person's unique identity, which first require self-knowledge. It adds that before addressing the wants of the paid and volunteer staff,...

  • What Keeps Diversity Professionals Up at Night, Part 3. Davis, Shirley A. // Profiles in Diversity Journal;Jul/Aug2008, Vol. 10 Issue 4, p74 

    The author reflects on the issue of recruiting top talent and building a pipeline with leadership capabilities, and establishing an inclusive culture in the U.S. She states that to attract and retain new talented workers, people in charged with recruiting and leading will have to have diversity...

  • Diverse self-directed work teams: Developing strategic initiatives for 21st century organizations. Hickman, Gill Robinson; Creighton-Zollar, Ann // Public Personnel Management;Summer98, Vol. 27 Issue 2, p187 

    Proposes strategic planning and training initiatives that human resources managers and others may use to facilitate the development of diverse self-directed work teams. Interdependent factors that contribute to successful collaboration in diverse self-directed work teams; Comparisons with...

  • Human Capital Portfolios. Silos, Pedro; Smith, Eric // Working Paper Series (Federal Reserve Bank of Atlanta);Feb2012, Issue 3, p1 

    This paper assesses the trade-off between acquiring specialized skills targeted for a particular occupation and acquiring a package of skills that diversifies risk across occupations. Individual-level data on college credits across subjects and labor-market dynamics reveal that diversification...


Read the Article


Sorry, but this item is not currently available from your library.

Try another library?
Sign out of this library

Other Topics