Who do we value?

The article discusses strategies to handle ageing workforce. The author states that the 1990s were a time of valuing youth. It was common in public and private sectors to provide incentives for people to leave an organization once they reached the threshold age of 50. Originally, this was often a means of reducing headcount, but then it became almost an expectation. There is no doubt that there are many people today who count themselves fortunate to have benefited from these policies, starting a new career or new interests with hopefully many years ahead of them. The other side to this story was a blatantly ageist approach to recruitment. It was not just a financial waste from the organizational perspective, but a loss of talent.