Considering when Mr. Jones was born, do you feel he is exhibiting unusual behavior, or is this behavior appropriate for his cohort and life experiences? Conduct research on the life experiences of those persons born during the Great Depression and see if there are connections to Mr. Jones’s current behavior. How would you, as a future practitioner, address the concerns that the daughter perceives as hoarding and refusal to spend money? How do you feel regarding his behavior, considering what you have learned from your research?
Baby boomers have been socially constructed in both positive and negative ways. They have been portrayed as aging hippies who “sold out” and became materialistic yuppies (Brooks, 2000) and as greedy and narcissistic (Okrent, 2000). Others challenge these portrayals (Freedman, 2002; Green, 2003; Steinhorn, 2006). Critics have pushed a distinctive ageism about boomers that links them to an unpatriotic image from the 1960s with traditional negative images of aging (Green, 2003). Steinhorn (2006) sees boomers as the greatest generation and rejects the notion that they are selfish; rather, he equates them with positive social change. Freedman (2002) paints an optimistic portrayal of boomers as favoring encore careers that bring idealism into extended working lives.
Regardless of the social construction of the baby boomer generation, one must always consider individual differences to avoid stereotyping and misrepresenting this group. The baby boomers are extremely conversant with many divergent ideas and dissenting values. This generation is characterized by not feeling old and, often, not looking or acting old. Nothing that was assumed about age in the past will fit this group. Just as their parents were shaped by the Great Depression of the 1930s, boomers were shaped by the great affluence of the post-war decades and later by the Great Recession of 2008.
Reconfiguring Work and Retirement
Many workers of all ages desire to be their own boss and chart their own path. According to research by the Ewing Marion Kauffman Foundation (2011), older baby boomers (aged 55–64) are driving a new entrepreneurship boom. The average age of the founders of high-tech companies is nearly 40, and there are twice as many founders over the age of 50 as there are under the age of 25 (Ewing Marion Kauffman Foundation, 2011). The Great Recession of 2008 brought about the highest unemployment levels since the Great Depression. Many of these older boomers are becoming part of the “second chance revolution” (Rogoff & Carroll, 2009).
Baby boomers are overturning long-standing assumptions about working until age 65, calling for dramatic changes in current employment practices, and proving that retirement and working are not mutually exclusive. The crux of their vision is born out of today’s realities including the prolonged recovery from the Great Recession and retirement savings’ shortfalls as well as the extraordinary gifts of increased longevity, active living, healthy aging, and opportunities to stay engaged and involved (Collinson, 2014).
Sixty-five percent of baby boomer workers plan to work past age 65 or do not plan to retire. More than half (52%) plan to continue working after they retire. Given the current level of inadequate savings, it is not surprising that 62% of the baby boomer workers who plan to work in retirement and/or past age 65 indicate that their main reason is income or health benefits. One-third (34%) plan to continue working for enjoyment, including 18% who want to stay involved and 16% who enjoy what they do (Collinson, 2014).
For most baby boomer workers, retirement is no longer a point in time in which one immediately stops working. Sixty-eight percent of baby boomer workers envision a phased transition into retirement during which they will either continue working, reducing hours with more leisure time to enjoy life, or work in a different capacity that is less demanding and/or brings greater personal satisfaction. Only 21% expect to immediately stop working when they retire and 12% are “not sure” (Collinson, 2014). Boomers will likely remain taxpayers and part of the active economy for longer than most economists assume. If this occurs, millions of boomers will be income-producing assets, not liabilities, on society’s balance sheet well into their 70s and beyond (Goldsmith, 2008).
Moreover, the boomers cannot always be replaced even if they do wish to retire. The United States faces a looming and potentially crippling shortage of skilled workers that affects its vital infrastructure—schools, the health care system, government at all levels, and even manufacturing. Forecasts suggest a costly shortage of skilled workers in the future with the retirement of the baby boomers. Knowledge-based enterprises will have a particularly difficult time replacing their older workers (Goldsmith, 2008). Retirement consultant and author Dave Bernard (2013) wrote, “age 54 is just another year in an ongoing career and retirement has no set time frame” (p. 1). This can give pause to those who have thought of aging and retirement in a traditional sense. With this delayed retirement can come challenges for baby boomers.
Challenges Facing Baby Boomers
A few of the challenges facing the baby boomers are similar to those facing the entire United States. Due to various events, the bulk of the boomers’ retirement savings and investments have dwindled. This has resulted in a decision for some to continue to work past traditional retirement age. However, for others, businesses and other institutions give incentives to their highest paid employees to retire or resign—or ultimately force them to do so. The vacancies created by these forced retirements or resignations are often not filled and the responsibilities of the individuals, who held those jobs are assumed by younger, lower paid employees. This action is causing older adults to seek counseling for problems and concerns related to stress at work (Vaillant, 2003).
Personnel policies that push older workers out of the skilled positions will be re-examined by human resource professionals and organizations in the future. In some segments of the workforce, the cost of replacing experienced older workers could exceed the increased expenses of retaining them. Therefore, rather than encouraging boomers to retire, tax and pension policies may need to be revised, as well as Social Security and Medicare programs to encourage boomers to remain engaged and productive citizens (Goldsmith, 2008).
Problems can arise in the workplace when generations collide (Lancaster & Stillman, 2003). Employee productivity remains the key to success and that means ensuring the productivity of workers both young and old. Understanding multigenerational differences in the workplace will be a major factor in organizational life as aging boomers remain longer on the job. For example, working collaboratively might pose challenges for younger age cohorts as they attempt to work with older adults. Johnson and Johnson (2010) have offered practical suggestions regarding how younger workers can respond to aging baby boomers, such as “Don’t ignore older workers” and “Don’t give up on them.” In other words, age-related stereotypes should be avoided. Younger workers are also encouraged to ask older workers to make continuing contributions, for example, by becoming mentors to young people. Complete Guided Practice Exercise 2.4 to better understand the characteristics and viewpoints of the baby boomer generation.
Guided Practice Exercise 2.4
Baby boomers were born between 1946 and 1964 and represent a very distinct cohort. What are some of the characteristics of this cohort? How do you think the baby boomers view the aging process? What are your views regarding baby boomers working for longer periods of time (well past 65 years of age)? Interview a person born between 1946 and 1964. Ask questions that will provide data to help you understand this age cohort. Ask questions regarding employment, retirement, cross-cultural experiences, sexuality/intimacy, living arrangements, health, family relationships, and their most significant accomplishment(s). Share this information with your peers and colleagues.
Older workers can show strong productivity because of greater life experience, but their skills may be outdated. Though they are likely to have lower rates of absenteeism, they may have more health problems than younger persons. A key to productivity over the life span will be whether employers can build on