Workers over 50 highly valued by employers
Workers age 50 and over are highly valued by their employers for their experience, knowledge and work habits, says a survey conducted for the American Association of Retired Persons (AARP). The survey of personnel managers at 400 diversified companies found that 90% of the employers believe older workers are cost-effective.
"The number of young people is declining and businesses are finding themselves shorthanded," says Fran Rothstein, director of research for the National Alliance of Business in Washington, D.C.
By the year 2020, the number of those 65 and older is expected to nearly double, Rothenstein says.
Furthermore, 86% of those personnel managers believed older workers as punctual and having good attendance; 82% agreed that older workers have a commitment to quality and 71% felt older workers had a solid performance record.
One corporation which has launched a training program for prospective employees age 55 and over is Mc-Donald's. The program, called "Mc-Masters," is conducted in Dallas, Tulsa, Baltimore, Seattle, Detroit, Denver and Washington, D.C. Mc-Masters job coaches (outstanding managers from company-owned stores) train the older employees.
The program, which currently has over 1,000 enrollees and is expected to grow, channels these older employees into positions such as drive-through attendants, administration assistants, hostesses, hosts, salad makers and biscuitmakers.
Corning Glass Works in Corning, N.Y., has hired retirees for short term projects over the past four years because they are considered more motivated and better trained than temporary workers.
AARP has long supported such efforts in the private sector and established a Worker Equity Initiative to advocate equal rights for the nation's older employees.
High quality is choice in quality/cost debate
High quality can be the only choice in the debate between cost and quality, according to representatives from four major U.S. corporations. The objective for all, however, will be to maintain the tenuous balance between the two by striving to achieve high quality at low cost.
These were comments made by representatives from GTE, Campbell's, The New York Times and Volvo in a panel discussion sponsored by Total Research Corp., Princeton, N.J. Panel members discussing "Cost vs. Quality: Strategic Optimization" included Michael Hartman, marketing services director, GTE Midwestern Telephone Operations; Richard Nelson, group manager, Campbell Soup Co.; Susan Greendale, marketing director, The New York Times and Gus Diaz, marketing research manager, Volvo Cars of North America.
The following are some of the highlights of their remarks:
What is your company's current position on cost vs. quality? Gus Diaz, Volvo: "We are obviously not the lowest priced car on the market, but what we try to do is to create an aspect of fair value to the consumer. And that's really our benchmark and our strategic focus. You get a certain amount of quality, you do pay somewhat of a premium price, buy it's worth it because value and quality are readily apparent to the consumer.
How do you define quality? Richard Nelson, Campbell's: "We can't define quality. The consumer defines quality. Very rarely is it an absolute thing. It's relative to other trade-offs that consumers have..."
Can you change quality perception simply through advertising, with no change in the product itself? Susan Greendale, NYT: "You can alter (quality image) in the short run but if the product doesn't deliver after a product trial, you're in a worse situation than you were before you invested the money in altering the image."
Where do you think businesses in general are moving in terms of balancing cost and quality? What will the priorities be in the next several years? Michael Hartman, GTE: "I think we're going more towards quality because the ability to produce the technology in both products and services is coming down in cost. It's available to everyone. The world is going to swing more towards quality and customized services."
Executives often avoid 'teamwork'
"Teamwork is reported to be less than 40% among top-level corporate teams who work together, says Robert Lefton, president of Psychological Associates, a training company. One-third of the time, the group leader takes control to avoid opposition, he says.
Collaboration is distrusted and considered "soft" and "unbusinesslike" by many executives, says Lefton. The hard- nosed, authoritarian approach is the style preferred. Also, executives feel uncomfortable with brainstorming which requires them to sit back and reflect on goals and strategies.
Poll says spiritual growth top priority
Personal spiritual growth is considered the top priority for Christians, a Gallup Poll reports.
The poll, commissioned by the Robert H. Schuller Ministries, states that among 39% of Americans nationally, "concentrating on the spiritual growth of one's family and self was the most important. Next was winning the world for Jesus Christ (27%), supporting community causes (15%), strengthening the local church (6%) and influencing legislation on important issues (5%).
George Gallup, director of the polling organization, says what surprised him was that personal spiritual growth was the first priority of all kinds of Christians except for evangelicals and political conservatives. In both instances those groups said winning the world for Christ was most important (48% for conservatives and 62% for evangelicals).
The poll involved personal interviews with 1,522 adults, 18 and older.