The world of work has changed significantly over the past thirty years. No longer can a worker expect to hold the same job for their entire working career. This change in management philosophy has created real problems for older workers.

The Culture of Youth', an over-riding theme among media, universities and youth themselves for many years has matured into an integrated attitude among the business community that no business can compete if they employ older workers. This prejudice is evidenced in many of the hiring and employee retention programs among the largest US companies. The underlying motive for such discrimination is often short-term profit; the result is highly-dysfunctional organizations.

Most of us will never be privy to the conversations going on in boardrooms and executive offices. If we were, we probably wouldn't be terribly surprised as to some of the reasoning being bandied about for getting rid of older workers in favor of younger ones. Some appear obvious: younger workers will accept less pay and benefits than older experienced workers. The fact is, it may take two or three younger inexperienced workers to complete the job the older worker did every day-and accuracy rates will drop precipitously.

Another major factor, also economic, is that younger workers are perceived to be less costly in terms of medical care and time off work for chronic disease. Studies show, however, that younger workers take MORE sick leave than older workers. Health insurers discriminate against older workers and companies find they can cut their benefits costs by lowering the percentage of older workers in favor of younger workers. An aging spouse may be as big a factor as the employee's own health. Also, younger workers are likely to be satisfied with more wellness benefits' such as gym membership instead of comprehensive medical coverage-a cost savings.

Non-monetary attitudes are less easily explained. Second-tier management has become younger-much younger. Consultants' and vocal stockholders and board members have become convinced by the overwhelming opinion of media and business gurus' that younger management candidates possess some kind of magical skill set imparted as if by God only to new graduates. This is likely the result of journalists and social scientists blathering at great length about the upcoming generation being raised on computers and Information Technology from the cradle and possessing completely different and vastly superior

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