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Talent Management and Older Workers: Later Life Career Development

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Ageing, Organisations and Management

Abstract

The Canadian workforce is ageing and there is greater labor force participation among older adults. These unprecedented shifts require business and industry to examine the talent management of older workers while considering their career development. In fact, a top strategic issue facing organizations is the talent management of the ageing workforce such as the recruitment, retention, training and development, and career progression of older workers. This chapter examines the career development of older workers and talent management policy in organizations through a critical lens in order to shift the discourse surrounding work and ageing. This approach can support the labor force participation of older workers and their career development needs while also strengthening talent management within organizations.

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  1. York University, Toronto, ON, Canada

    Suzanne L. Cook & Victoria Rougette

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  1. Suzanne L. Cook
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  2. Victoria Rougette
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  1. University of Jyväskylä, Jyväskylä, Finland

    Iiris Aaltio

  2. Sobey School of Business, Saint Mary’s University, Halifax, Nova Scotia, Canada

    Albert J. Mills

  3. Sobey School of Business, Saint Mary’s University, Halifax, Nova Scotia, Canada

    Jean Helms Mills

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Cook, S.L., Rougette, V. (2017). Talent Management and Older Workers: Later Life Career Development. In: Aaltio, I., Mills, A., Mills, J. (eds) Ageing, Organisations and Management. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-319-58813-1_6

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