Training Older Workers: Implications for HRD/HPT Professionals Metadata
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- Main Title Training Older Workers: Implications for HRD/HPT Professionals
Author: Allen, Jeff M.Creator Type: PersonalCreator Info: University of North Texas
Author: Hart, MarcyCreator Type: PersonalCreator Info: Raytheon Systems Company
Name: John Wiley & SonsPlace of Publication: [Hoboken, New Jersey]
- Creation: 1998
- Content Description: Article discussing training older workers and implications for human resource development (HRD) and human performance technology (HPT).
- Physical Description: 12 p.
- Keyword: life-long learning
- Keyword: human performance technology
- Keyword: workforce demographics
- Keyword: older workers
- Journal: Performance Improvement Quarterly, 1998. Hoboken: John Wiley & Sons, pp. 91-102.
- Publication Title: Performance Improvement Quarterly
- Volume: 11
- Issue: 4
- Page Start: 91
- Page End: 102
- Peer Reviewed: True
Name: UNT Scholarly WorksCode: UNTSW
Name: UNT College of InformationCode: UNTCOI
- Rights Access: public
- Archival Resource Key: ark:/67531/metadc31072
- Academic Department: Learning Technologies
- Display Note: Abstract: In corporations across America, a race is on to find new ways to maximize human capital. An emphasis on lifelong learning will be vital for the success of our future workforce. As demographic shifts occur, the "older worker" will emerge as a primary target for this human development effort. This article explores the implications of this demographic shift for the human resource development and human performance technology (HRD/HPT) professional and recommends strategies for meeting this business need. First, the authors discuss the realities of this demographic shift and compare our current workforce demographics to those of the future. Next, the authors examine the common myths about the "older worker", as well as what current research reports about this special population. Finally, the authors examine the impact of this trend on our profession. The authors discuss strategies for modifying the workplace environment, reassessing workforce motivational strategies, and altering training practices in order to serve this older worker population. In conclusion, the authors look at the implications for the future in HRD/HPT research.