Training Programs for an Age and Culturally Diverse Workforce Essay Example for Free

Training Programs for an Age and Culturally Diverse Workforce Essay The launch of the Age Discrimination Act in October 2006 signifies that every institution will have to do something for it to keep abreast by producing age-inclusive working practices. Reality tells us that the workforce is shifting. At one pole people are living longer at the same time that the other end of the continuum diminishing birthrates are making a diminishing source of younger workforce. When merged with the legislation intended to embark upon ageism, this indicates that employers cope with key challenges necessitating a deep cultural change. All areas of personnel practice including recruitment, motivation, performance management, succession and retirement will have to be reviewed. The changing workforce Most of the anticipated increase in the US labor force between 2000 and 2050 will be made up of workers aged 55 and over. Employees aged 55 and over will comprise a larger share of the US labor force (12. 9% in 2000; 18. 8% in 2050) (Source: Bureau of Labor Statistics (BLS) survey). A lot of employers recognize that excellent employee training is vital for an organizations success. A broad ranging assortment of training platforms and vehicles are used by employers. Training themes may comprise extensive proficiency such as literacy, technological skills, direction about the organization, and curriculums intended to avoid legal concerns, such as sexual harassment education and ethics preparation. These training programs moreover must not show prejudice, and time used up in training may be compensable. Federal law necessitates training in numerous health and safety allied matters. Workers training used to be thought of as a non-compulsory aid, an extra that only the most advanced employers offered to the most gifted employees. Even now, as the market rotates downward, worker training is frequently the first to go, considered not as an investment but as expenditure to be disposed of in hard times. But these days employers increasingly recognize and appreciate that, far from being an add-on, high-quality employee training is essential to an organization’s success and that a smart, excellent workforce is fundamental to worker output and welfare. In actual fact, more than 70 percent of employers make available some sort of job training for their employees, based on a Bureau of Labor Statistics (BLS) survey. The survey also found that employers with high employee turnover train less and spend less on training than other businesses. While it is unclear which comes first, the probable inference is that training is linked to long-term employment and is an important factor in successful performance, productivity, and morale. However, in the training industry, it is pertinent that specific needs are addressed. This paper attempts to show in what ways training programs meet a cultural and generational workforce. Facts and Figures Several of the labor force we have today are aging and culturally mixed. Point No. 1. The Age of Workforce Matters In this dog-eat-dog world, any industry will deny the fact that to them, age across the broad spectrum representing national employment matters. It matters because today, many of these employees do not even think of retiring if they are past the retirement age (Andrews, 1998). Any institution will then take into consideration who and what age does the company’s workforce composed of?