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Analyze the aging workforce from a human resource professional perspective and discuss the added value of having an aging workforce when recruiting new talent. Also, what impact will an aging workforce have on an organization’s overall image? Based on your experiences and research, describe a “thriving” employer brand.
•Show how specifically an HRM might determine whether or not there is value in having an aging workforce. What types of qualitative and/or quantitative data might need to be gathered


Population dynamics is one of the most intrinsic factors considered by human resource managers when recruiting new employees. Organizations often desire to have a balanced workforce with the vibrant youth, the aging experienced workers and new rookie employees to be modeled into ideal workforce required by the organization (Kulik et al., 2014). Therefore, proper recruitment is required in selecting new employees to ensure that the organization workforce is balanced, and each and every position is filled with the right individual. This ideology is imperative to ensure that the organization’s workforce is dynamic and can adapt to the changes in the business environment and provide value addition to the company and organization sustainability.

However, this paper analyzes the merits enjoyed by an organization by having an aging workforce when recruiting new talent. Furthermore, the paper discusses the impact of the aging population on the company’s overall image and finally shows how HRM can determine whether there is value in having an aging workforce.

According to Scott Reeves (2005) the aging workforce is a multifaceted human resource niche providing a blessing in disguise.  Baby boomers, as the aging population is often referred to, poses a challenge to companies seeking to retain top-notch employees. On the other hand, presents an opportunity for “grey haired” folks who want to earn extra bucks in retirement.

When recruiting new employees, some of the posts to be filled in the organization require the services of experienced baby boomers because of the sensitive nature of such positions. Human resource managers spent a great deal interviewing and selecting top-notch experienced employees to handle sensitive post within their organizations. Positions such as managerial jobs, areas to deal with investments require experienced employees. Many organization creates a more flexible work environment through the old human resource strategy of hiring back retired workers (Hong et al., 2012). Organizations retain workers with specific skills and critical organization knowledge using this arrangement. The value of the aging population is quite enormous in ensuring that essential knowledge of a processor system within the institution is maintained and transferred to middle-aged workers. This arrangement enables the organization to maintain the sustainability of business operations and a smooth employee transition that does not affect the organization operations is achieved. However, Organizations should be vigilant not to entirely rely on workers returning to the workforce or working more for long within the organization after their retirement age, to prevent efforts surrounding the framework within which to capture institution knowledge.

Another area that the value of the aging population is felt within the human resource department is the concerns relating to the impact of baby boomers on organization mission and delivery of quality service. Human resource managers do recognize the connection between aging workforce and organization ability to deliver quality services and to enable an organization to achieve it’s objective and mission in the corporate world (Pollack, 2012).

Managers within the organization have a positive perception of the older workers. Managers perceive the characteristics of older workers sound individuals with great experience, good work habits, extensive knowledge, and the proper attitude. Furthermore, the aging workforce is often characterized by the commitment to quality, loyalty, and respect for authority. Such positive traits are what appeal the human resource department to have a tendency of recruiting the aging population when seeking new talent.

Most organization critically monitors their workforce, from retirement eligibility to the right time necessary to fill a vacant position within an organization. Such critical monitoring measures are imperative within an organization since baby boomers have a multifaceted impact on organization image. Aging employees enhances corporate reputation within the organization if they occupy top levels within the management and senior positions within the organization. Such arrangements work best in portraying a message that the organization is run by a mature team and the public will have a positive perception towards such organization. However, having a majority of an aging workforce is not healthy to organization corporate image. And as such, signals a red light to the public that such organization is rigid in adapting to the dynamic changes in the business environment.

The human resource department spent enormously in developing and implementing various strategies aimed at developing a thriving employer brand. The sole reason behind this tendency is to help an organization to have an ideal dynamic workforce which positions the organization at a competitive edge over its competitors within the industry.

Employer branding is described as the process of promoting an organization as the employer of choice to a desired target group (Mossevelde et al., 2014). Such target group is one which an organization fancy to recruit and retain. Companies consider such target group of employees as ideal and most suited to work within the company.

The process of creating a thriving employers brand is cyclic in nature and rotates within measuring, understanding, planning and execution. An ideal “thriving” employers brand is a brand that is developed to ensure there is continuous working towards improvements within the organization identity as an employer of choice in the labor markets.

Employer branding can thus be summarized in a nutshell as a combination of market research, organization consultation, communication, and marketing to attain an ideal brand position (Mossevelde et al., 2014). The process encompasses understanding unique employer qualities and continuous sustaining of employers brand as an organization lifestyle and a vibrant and attractive entity.

Human resource management can specifically determine whether or not is value in having an aging. Human resource managers can perform constant research and gather both qualitative and quantitative data, and analyze them in order to determine if maintaining an aging workforce helps provides value and helps the organization attain its corporate objectives eventually. Qualitative research is important in identifying a desired trait within on a variable under study. Some of the qualitative traits that Human resource management should watch for in order to ascertain that there is value in retaining or employing aged employees include: the level of motivation within the organization, good work habits, and good attitude within the organization. Furthermore, positive feedback from employees, general commitment to quality, loyalty and respect for authority are desired traits that can help the human resource to ascertain whether the aging workforce adds value to the organization or not.

Quantitative data can also be collected to help in identifying if baby boom generations are of value to the organization. Attributes such as increased sales, revenue prior to and after employing aging population in organization, the value of company shares in the market can be used to determine if aging population add value to the organization (Hong et al., 2012).

In conclusion, human resource management is a critical area in the organization which plays an important role in ensuring that there is a balanced workforce within an organization.  Human resource should consider positions that are best suited for baby boomers before recruiting them or retaining them within the workforce after their retirement. Companies can develop a thriving employer brand in order to attract ideal employees to work within the organization. Such arrangements play an important role in ensuring that the organization obtains an ideal and dynamic team best suited to work within the organization. Finally, the organization should spent considerable time in evaluating the value added by having an aging population with particular regard to companies public image. This is imperative since corporate reputation is one of the objectives of any organization. Company image plays an important role in ensuring that the organization is steered towards attaining corporate goals and organization sustainability.


Hong, E. N. C., Hao, L. Z., Kumar, R., Ramendran, C., & Kadiresan, V. (2012). An effectiveness of human resource management practices on employee retention in institute of higher learning: A regression analysis. International journal of business research and management, 3(2), 60-79.

Kulik, C. T., Ryan, S., Harper, S., & George, G. (2014). Aging populations and management. Academy of Management Journal, 57(4), 929-935.

Mossevelde, Chris V (2014). What is Employer Branding. Universum, . retrieved on April 8th 2015, from

Pollack, J. (2012). Transferring knowledge about knowledge management: Implementation of a complex organisational change programme. International Journal of Project Management, 30(8), 877-886.

Reeves, Scott (2005). An Aging Workforce Effects On U.S Employees. Forbes, . retrieved on April 8th 2015, from

Wang, M. (2013). The Oxford handbook of retirement. Oxford: Oxford University Press.


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