大学英语外报外刊阅读教程(第二版)课件+教学参考手册 (3)[30页]

When Congress passed the Age Discrimination in Employment Act (ADEA) in 1967, the influx of baby boomers was in the process of driving down the median age of the workforce. Today, the opposite trend is taking place. The boomers are aging, and people 55 and older make up the fastest-growing segment of the workforce. More and more companies are going to find themselves with a workforce whose average age is increasing, so attracting, developing and retaining skilled older workers will be a key management challenge.
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Lesson 3
Older workers need training as much as younger workers just as much, just as often. The subject of the training may be different, but the need is the same. And don't believe that older workers can't be trained. They are just as receptive as their younger peers. Besides, older workers probably need benefits more than the younger workers. They need medical coverage, vision care, and financial planning. Last but not least, older workers, depending on age group, may want flexible hours or a shorter work week. For those of them that need that, the company should be willing to be flexible.
Lesson 3
Among the suggestions for managing an older workforce is for young bosses to throw out stereotypes they have about senior employees. Value their life experience and communicate that to them. Train them the same way as any employee and use them as mentors. Let them coach and encourage the younger workers because most older workers have a wealth of experience that they would love to pass on. Older employees and their experience bring with them generational differences in the workplace that younger bosses must be aware of.
大学英语
外报外刊阅读教程
（第二版）
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Background information
Additional notes
Photos & Diagrams Key to questions
Structure analysis
Lesson 3
Lesson 3
How to Manage an Ageing Workforce
Lesson 3
grooming magazines (Line 3, Para. 1) – magazines providing advice and information about how to improve the appearance by keeping tidy and clear
Lesson 3
Some people hold that the longer people stay the more they are engaged. There are also a lot of cliches about older workers which are wrong: they are not less committed, less willing or less able to take on challenges, not reluctant to continue to learn, and resistant to change. However, many companies believe that older workers can be an invaluable resource. They represent 'corporate memory', continuity and stability. They can perform important roles as mentors and coaches to younger workers.
Lesson 3
Another change as large as that one is now under way. (Line 1, Para. 2)