Managing the coming brain drain

Olstein, Myron

doi:10.1002/j.1551-8833.2005.tb10911.x

Cited by 7 publications

(5 citation statements)

References 0 publications

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“…This would allow to properly involve aged workers into the strategies of a company, and to develop managerial tools able to take into account the differences among workers, also from an age perspective (Kumashiro 2000;Abubakar and Wang 2018). As already stated by Olstein (2005), for example, management and organisational frameworks should focus also on preventing the negative effects of senior employees' retirement, in terms of brain drain and loss of institutional knowledge.…”

Section: Research Area 3: New Age-friendly Models and Methods For Promentioning

confidence: 99%

“…Other studies preferred a higher level of analysis, suggesting management or strategic techniques for an ageing workforce, also taking into account retirement policies and the employment of support systems and new technologies (Williamson 1989;Olstein 2005). Kumashiro (2000) and Kawakami et al (2006) suggested considering methods of determining job capacity and enabling the effective use of the labour of ageing workers, through job enlargement and automation as well.…”

Section: Consideration Of Ageing Workers' Capacities In Industrial Symentioning

confidence: 99%

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Ageing workforce management in manufacturing systems: state of the art and future research agenda

Calzavara

Battini

Bogataj

et al. 2019

International Journal of Production Research

141

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The workforce ageing phenomenon is recently affecting most of the Organisation for Economic Co-operation and Development (OECD) member countries, due to a general ageing of their populations and a higher average retirement age of the workforce. In this paper, the topic of ageing workforce management is addressed from a production research standpoint, with the aim of understanding how older workers can be supported and involved in a manufacturing system. First, the current state of the art related to the ageing workforce in production systems is presented. This is structured according to four main topics: (1) analysis and evaluation of ageing workers' functional capacities, (2) consideration of ageing workers' capacities in industrial system modelling and management, (3) analysis and exploitation of ageing workers' expertise, (4) acknowledgement, analysis, design and integration of supporting technologies. Next, the discussion on the impact of the ageing workforce on manufacturing systems' performances leads to the comparison of some technological advances that are related to the Industry 4.0 paradigms. Finally, a future research agenda on this topic is proposed, based on the same topics classification proposed for the literature analysis. Five different research areas are derived, suggesting future directions for appropriate research concerning the employ of older workers in production environments.

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Section: Research Area 3: New Age-friendly Models and Methods For Promentioning

confidence: 99%

Section: Consideration Of Ageing Workers' Capacities In Industrial Symentioning

confidence: 99%

Ageing workforce management in manufacturing systems: state of the art and future research agenda

Calzavara

Battini

Bogataj

et al. 2019

International Journal of Production Research

141

View full text Add to dashboard Cite

show abstract

“…In recent years, the American Water Works Association (AWWA) and Water Environment Federation (WEF) have recognized that managing personnel succession over the next two decades years is a paramount challenge to the futures of American utilities (Frigo 2006;Grant et al 2008;Hoffbuhr 1999). The scope and scale of this issue are well understood, thanks to research sponsored by AwwaRF/WaterRF (Albani et al, 2003;Blankenship et al, 2008;Manning et al, 2009), and the professional community has begun to address the issue (Hanson et al, 2005;Olstein 2005). A great deal of excellent research has addressed water utilities' future needs for field and engineering personnel (Albani et al, 2003;Hanson et al, 2005;Olstein 2005;Blankenship et al, 2008;Manning et al, 2009).…”

Section: Why Study Utility Executives?mentioning

confidence: 96%

“…The scope and scale of this issue are well understood, thanks to research sponsored by AwwaRF/WaterRF (Albani et al, 2003;Blankenship et al, 2008;Manning et al, 2009), and the professional community has begun to address the issue (Hanson et al, 2005;Olstein 2005). A great deal of excellent research has addressed water utilities' future needs for field and engineering personnel (Albani et al, 2003;Hanson et al, 2005;Olstein 2005;Blankenship et al, 2008;Manning et al, 2009). The future for utility executive management is less clear.…”

Section: Why Study Utility Executives?mentioning

confidence: 98%

Who Are Our CEOs? A Profile of American Utilities' Executive Leaders

Teodoro¹,

Carey²,

Goldberg³

et al. 2012

proc water environ fed

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This paper reports the initial findings of Water Utility Executive Leadership for the 21 st Century, the first comprehensive study of American utility CEOs. Sponsored by the Water Research Foundation and Colgate University, this study applies the state-of-the-art organizational research methods to conduct an interview-based survey of utility CEOs. Data from this survey are used to develop a descriptive summary of CEOs' demographics, education, professional backgrounds, and behaviors. Together, these data offer a snapshot of American utilities' executive leadership, revealing who utility CEOs are. The study also offers a baseline for comparison in future research. This research will have important, industry-wide implications for the recruitment and development of utility leaders today and in the future. This paper gives UMC attendees the first look at the preliminary results of this study, which will be fully documented in a comprehensive report late in 2012.

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“…This benefit, of an easier technology to maintain, is not inconsequential. For over a decade, the water sector has been concerned with an aging operator population and the potential loss of institutional knowledge (Karasik, 2008;Lacey, 2005;Boepple-Swider, 2008;Olstein, 2005). This fear became a reality during the height of COVID-19 lockdowns in 2020 and 2021 when many eligible for retirement retired (AWWA, 2021a(AWWA, , 2021bMeko, 2019).…”

Section: State Regulator Ssismentioning

confidence: 99%

Management of point‐of‐use and point‐of‐entry for regulatory compliance: Survey of state administrators

Alfredo

Wilson

Roberson³

2023

AWWA Water Science

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The USEPA (United States Environmental Protection Agency) Lead and Copper Rule Revisions allow the use of distributed treatment approaches such as point‐of‐use (POU) and point‐of‐entry (POE) treatment for systems with 10,000 connections or less as a compliance strategy. However, this poses an opportunity for the USEPA to reevaluate system size recommendations for distributed treatment. The current research uses online surveys and semi‐structured interviews (SSIs) to highlight the general sentiment of state regulators managing POU/POE devices and inquiries. Analysis of the 43 survey responses and 13 SSIs revealed that most state regulators described systems of approximately 30–50 connections as the most successful. Resident cooperation, operation and maintenance, monitoring, and the actual implementation of distributed treatment approaches were repeatedly listed as the greatest concerns. As the use of distributed treatment continues to expand, the water sector must devote research efforts to quantitatively determining the drivers of success as well as highlighting clear indicators of potential failure.

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Managing the coming brain drain

Abstract: Within the next 10 years, 35% of current utility employees will be eligible to retire. Most of these retirees are senior employees, with many years of experience and a wealth of institutional and operational knowledge.

Cited by 7 publications

References 0 publications

Ageing workforce management in manufacturing systems: state of the art and future research agenda

Ageing workforce management in manufacturing systems: state of the art and future research agenda

Who Are Our CEOs? A Profile of American Utilities' Executive Leaders

Management of point‐of‐use and point‐of‐entry for regulatory compliance: Survey of state administrators

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