Retirement policies for the 21st century

Article Abstract:

Anticipated shortages in professional, technical, and management personnel and changing labor demographics will necessitate more flexible retirement planning and longer career lives in the future. As an aid in developing progressive retirement policies, a national sample of 897 randomly selected executives was surveyed for their views on work and retirement. Most respondents saw their companies' policies as either neutral or encouraging with regard to early retirement. Most respondents also indicated that their companies would not continue pension contributions beyond age 65. The decision to retire was occasionally accelerated by job pressures such as working under tight deadlines, travel requirements, and personality conflicts. Most executives also plan to retire prior to reaching age 65. Options such as phased retirement, work-at-home arrangements, career planning, job redesign, and financial incentives may encourage employees to delay retirement. Post-retirement plans include paid employment, volunteer work, and special interests.

Aged, Elderly, Analysis, Planning, Economic aspects, Forecasts and trends, Human resource planning, Appointments, resignations and dismissals, Compensation management, Executives, Employee benefits, Retirement income, Retirement

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Stemming the exodus of women managers

Article Abstract:

The ability of corporations to attract and retain female managers was investigated by surveying 245 CEOs and human resource (HR) managers. The results indicated that 50.5% of the companies had moderate to large problems in recruiting and retaining females. Some 68.8% of the respondents indicated that exclusion from the old-boy network was at least a moderately large problem for women, 66.4% indicated that dual-career family conflicts were a problem, and 65.1% indicated that the absence of mentors was a problem. Female employees were more likely to experience difficulties in traditionally male industries, such as mining and manufacturing. The steps that HR professionals can take to attract and retain female employees include obtaining commitment for supporting female managers, identifying career problems likely to be encountered by women, and helping women achieve a balance between career and family obligations.

Methods, Women, Employee recruitment, Employment, Working women, Employee retention, Women executives

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Retirement policies: evidence of the need for change

Article Abstract:

Personnel literature supports the idea of flexible retirement, but a recent survey of 600 members of a professional personnel management association reveals little support for flexible retirement policies in organizations. Only 31% of respondents indicated that their firms provided formal retirement counseling, and only about 20% of employees reaching retirement age are obtaining counseling. Much more needs to be done to accommodate the predicted increasing numbers of retired employees over the next decades. Suggested changes in financial arrangements include establishing greater benefits for later retirement and providing special incentives for early retirement. Suggested flexible retirement policies include: changing senior employee work roles; changing senior employee work schedules; and providing individualized evaluations for retirees.

Innovations, Retirement planning

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