Abstract
Statement of Problem
The main problem is that companies do not plan for succession. On top of that, some of the Baby Boom generation is nearing retirement age and the question is who will step up. The Baby Boomers span from 45 to 63 years old and they will be included in upward movement as well as younger generations since not all Baby Boomers are near retirement. Managers need to promote not only generation X and Y, but also the Baby Boom generation. A new generation with different values, attitudes, norms, and culture will be moving upward in an organization and replacing the retirees. The problem is how do managers attract, retain, and manage this new generation of talent.
Sources of Data
A qualitative approach was implemented for this study on succession planning and generational tendencies in the work place. The qualitative research relied upon interviews from small sample groups in the targeted research group. Through the CSUS on-line library, Business Source Premier was used to access articles and research that was conducted on the topic.
Conclusions Reached
There are three main recommendations regarding succession planning in a multigenerational workplace. Managers need to understand the implications of a multigenerational workplace.