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Extra resources for Harvard Business Review (October 2005)
Several clients have complained and may move not valued. Continuing education can be helpful, but not if it’s like the course Hausmann participated in. Instead of improving his productivity, the experience undermined his motivation and further exacerbated relations with his supervisor. Managers should pay attention to the needs of older workers and send them to appropriate training courses to help them remain productive until they retire. Employee age has a mixed effect on innovation. Older employees – especially at pharmaceutical companies–are an important resource.
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This trend coincides with the increased demand for experienced directors. Companies that have reinvented their processes to take advantage of these changes don’t have problems attracting young talent or retaining seasoned executives. They lead their sectors, in part because their own leaders have challenged themselves to invent new ways to work in order to create the greatest possible opportunity for the broadest inclusion of talent. Kelvin Thompson, a senior partner and innovation leader at Heidrick & Struggles, observes that the companies winning the talent wars have leaders with both the knowledge and the conﬁdence to manage and grow a global business.