By Dave Diver PERSPECTIVE Retirement Transition Expands The Workforce

hen Franklin Roosevelt was developing the This involves creating a culture in which diversity is embraced Social Security Program in the mid-1930s, the and looking at where a company wants to be and what steps are average life expectancy was 67 years for working necessary to achieve the goal. At , culture comes before males and slightly higher for females. For demographics, emphasizing generational diversity. At Hannaford, decades, conventional wisdom has fixed the pri- diversity is defined as “mutual respect for all people.” This includes Wmary retirement age at 65 with many individuals leaving the work- allowing associates to work from home when necessary and per- force at an even younger age. But, by the end of 2003, life expectan- mitting them to bring their young children to work. The latter is a cies for men had increased to 77 years for men and approximately major cultural change from two decades earlier when a suggestion 80 for women; those reaching age 65 can expect their remaining life to the vice president of human resources about creating an in- expectancy to average an additional 17 to 20 years. house day-care center received no consideration. In the meantime, workforce analysis still focuses on the former “Now, the culture has changed from the traditional parameters. According to the Produce Marketing Association Edu- career path, rewarding the fastest young store workers — generally cational Foundation (PMAEF), “The number of 35-to-44-year-olds males — to tapping the whole population for candidates in stores will decline by 10 percent just as 52 percent of and the corporate offices with the acquisition workers ages 55 to 64 are poised to retire. The of broad skill sets encouraged by promoting shrinking pool of 20-to-44-year-olds represents workers laterally between departments and the lowest projected growth trends of any age The vision for the store categories,” according to Beth Newlands group. Companies will need to focus on future workforce Campbell, senior vice president of retail opera- employee retention by providing clear paths requires dramatic tions at Hannaford. for advancement and strong professional train- By having group strategy sessions that ing and development.” adjustments by include various age groups, ethnicities and The challenge becomes changing the mind- definition and lifestyles, Hannaford maintains its diversity set about what constitutes working and what implementation focus. It’s a matter of staying connected with constitutes full retirement. For the past 80 varying employee groups and consumers in years, retirement at age 65 has been the norm, in order the marketplace. but in today’s world that concept might be as to provide Given the changes in the population, where doomed to failure as the Edsel. The vision for the new 65-to-75-year-olds are more youthful the future workforce requires dramatic adjust- organizations and capable than the 55-to-65-year-olds of yes- ments by definition and implementation in with terday, businesses and individuals need to order to provide organizations with experi- experienced maximize this potential. enced expertise and effective leadership. The social implication of recognizing this In the wonderful partial retirement commu- expertise and group’s potential is monumental not only for nity where I live, a high percentage of so-called effective employers and employees but also for govern- retirees continues business involvement, either mental social programs and the expansion of paid or volunteer work on a part-time basis. leadership. personal wealth available for the new retire- Those older than 75 can expect over 10 years to ment years. continue living an active, competitive lifestyle. As flexibility in the workplace grows, it will Will Wedge, director of produce for Han- be necessary to develop pro