Post by account_disabled on Mar 10, 2024 3:23:10 GMT
The occasion of the beginning of the new academic year 2023-2024, and with the help of community professionals Fide, we analyze the main challenges that concern the legal, business, as well as academic and institutional world today. Today we meet with Alfonso Jimenez Fernandez, Partner at Exec Avenue and Senior Advisor at Atrevia, to talk about the main challenges in the area of senior talent. What are the main challenges in the area of senior talent? In summary, the 5 key points to analyze this course are the exit from the labor market of baby-boomers Spaniards, the fight against ageism, the lengthening of working life, the redefinition of the strategy taking into account Senior talent and the preparation of second careers for professionals and managers. Exit from the labor market Baby Boomers Spanish. The first cohorts of the Spanish baby-boom generation born in the 60s are beginning to leave the labor market.
This will be a test de stress of our welfare state model (pensions, dependency and health). In the coming years, every day more citizens will approach the Social Security offices to do an act that changes their lives and has a great impact on public finances, such as going from being a work asset to becoming a work liability, receiving a greater or lesser public pension. Fight against ageism. Professionals and managers who leave the market over 50 years of age have to fight against ageism or prejudice against the elderly in the labor market. And after 55, the probability of finding an employed job approaches zero. It's not impossible, but it is almost impossible. This forces many professionals and senior USA Phone Number managers to work on their own as freelancers. Lengthening of working life, which does not mean delaying the retirement age, but rather bringing the effective exit closer to the legal age, reducing pre-retirements and early retirements. It is not about extending the time of retirement, but rather bringing the exit from the activity closer to those ages. A large part of the population that has been active is no longer active after 60 years of age.
Redefine the strategy taking into account Senior Talent. Those companies that decide to extend the working life of their professionals must adjust their People strategy to ensure that Senior Talent maintains an optimal level of performance and whose objective is to maintain the productivity of the most senior professionals. To do this, the health and occupational well-being policy will have to be reviewed, ensuring that Senior professionals arrive in an optimal state at said ages, with healthy habits. It will also be necessary to analyze the organization and work times, tools, etc. to adapt them to their conditions. Extend training policies to the elderly so that they do not become obsolete. Generate financial peace of mind after retirement. Do the relays well. Carry out awareness programs for everyone, from managers to colleagues, about “the value of experience”. Prepare second careers for professionals and managers. As in any caso, at some point managers will end their executive career, we will have to help them plan their possible “second career” as a manager, preparing them to continue providing value in other formats (Boards of Directors, Advisory Boards, Senior Advisor, Intern Management, Business Angels, Entrepreneurship) based on their financial assets and needs, their intangible assets (differentiating knowledge, experience, personal brand and network of relationships) and their own motivations and risk appetite.