Leveraging Multigenerational Workforce Strategies in Higher Education

ForewordIntroduction: Forces and Fissures in the Higher Education LandscapeGenerational TensionsThe Impact of Defunding Public Higher Education on Diverse StudentsThe Lack of Workforce DiversityThe Perils of Contingent WorkQuestions the Book Seeks to AnswerMethodology and Organization of the BookThe Value of Intergenerational DiversityThe Benefits of Multigenerational Workforce DiversityReaching Definitional ClarityAn Overview of Age and Generational Status in the AcademyParallels with the U.S. Workplace at LargeConclusionThe Looming Generational Crisis in Higher Education EmploymentPower Dynamics in Relation to Ageism and Generational StatusAgeism and IntersectionalityAgeism and Relational DemographyThe Strengths and Limitations of the ADEAProminent Age Discrimination Lawsuits in Higher EducationConclusionBehavioral and Process-BasedAspects of Ageism and Generational StatusKey Dimensions of Generational and Ageist FramingRecruitment, Hiring, and AgeismEvaluation, Promotion, and Tenure ProcessesActs of Social Closure and Pressures to Leave or RetireConclusionGenerational Status and Academic RealitiesExternal Pressures on the Academic DepartmentIntergenerational Classroom ChallengesAgeism in Student Views of FacultyGenerational Differences in Disciplinary, Curricular, and Research ApproachesIntra-Departmental ConflictGenerational Views on DiversityGenerational Views on Family and Work/Life IntegrationConclusionMultigenerational Case Vignette: Reverse Mentoring at Baldwin Wallace UniversityCounteracting and Resisting Generational and Ageist FramesThe Minority Stress Model and ResilienceThe First Step: Awareness and Gauging the SituationThe Next Step: Determining How to RespondUndertaking Multifaceted Coping and Resistance StrategiesConclusionBest-In-Class Multigenerational Human Resource and Diversity Policies and ProgramsCross-Generational Mentoring ProgramsIntergenerational Organizational Learning and Education ProgramsIntergenerational Committee Structures and TeamsInstitutional Policies that Strengthen Multigenerational ContributionsWorkplace Flexibility ProgramsPredictive Analytics and Early Separation/Phased Retirement ProgramsRetirement Transition and Post-Retirement ProgramsConclusionLooking Ahead: Opportunities and RecommendationsDevelop systematic policies, procedures and practices that incorporate checks and balances on decision-making and ensure intergenerational equity.Review the composition of taskforces and committees for diverse, multigenerational representation.Develop flexible workplace practices that address the needs of different generations in the workforce.Develop a strategic, institutional approach to voluntary separation and phased retirement programs.Enhance programs and policies that strengthen retiree affiliation with the institution.Closing the LoopReferences
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