What is Age Stereotype

The purpose of this chapter is to explore how organizations and higher education institutions can help mature workers maintain and improve their employability in the dynamic labor market. This chapter addresses the issues regarding career learning for mature workers and provides a guide for policymakers and human resource development (HRD) professionals for handling these issues. Several recommendations were generated for policy makers and HRD professionals: 1) the new trends manifested in local, regional, national, and global labor markets should be understood; 2) a more strategic policy to grow the availability and quality of jobs in aging labor markets should be developed; 3) mature workers' specific needs and interests should be recognized; 4) an age diverse environment should be developed in the workplace; 5) training and development programs to enhance transformational leadership behaviors should be provided to managers; and 6) longer-term personal development plans for mature workers should be established.