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Igniting Gen B and Gen V
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Igniting Gen B and Gen V

The New Rules of Engagement for Boomers, Veterans, and Other Long-Termers on the Job

Nancy S. Ahlrichs
Davies-Black Publishing, 2007
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Editorial Rating

7

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So you can’t wait to get new blood into your company’s key positions? The stodgy old Veterans and Baby Boomers are heading off into the sunset, and the Generation X and Generation Y whippersnappers are anxious to take their places. If you’re expecting a seamless transition, think again. As a matter of fact, the Boomers you are rushing out the door may be taking your company’s best attributes with them. Author Nancy S. Ahlrichs contends that many companies vastly underrate the value of seasoned, long-time employees. She says they can be priceless resources of productivity and creativity, and wonderful mentors for less experienced workers still learning the ropes. All you have to do is treat them as if they matter. The rewards of engaging your long-termers include strong performances, novel ideas and leadership. getAbstract roundly applauds Ahlrichs for thinking like a wise, old owl.

Summary

Engagement Holds the Key

For years, American companies relied on Veterans and Baby Boomers to create and sustain success. The Veterans – those born before 1946 – and the Boomers – those born between 1946 and 1964 – were ambitious, intelligent, productive and dependable. But U.S. businesses now face a crisis as the Boomers, in particular, begin to exit the workforce. Studies show that the retirement of 77 million Baby Boomers in the next decade or so will leave a shortage of around 20 million qualified employees.

A large number of the Generation X workers – those born between 1965 and 1977 – who will succeed the Boomers lack competency in basic skills such as written and verbal communication, and even common sense. While countries such as China and India focus on producing motivated, skilled employees, the U.S. is dealing with many immature, incompetent young workers.

If American businesses acknowledge the value of Baby Boomers, entice them to postpone retirement, and take advantage of their considerable skills and experience, the situation can improve. Progressive organizations understand the importance of having engaged employees. These workers look forward ...

About the Author

Nancy S. Ahlrichs, president of a human resources consulting firm, has shared her expertise on talent management and organizational issues with some 400 professional organizations.

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