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How people decide when to retire

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Today when standard mandatory retirement ages are a thing of the past it is more important than ever for employers to understand some of the factors underpinning the retirement decision. For example, the timing of retirement - where one of the key myths is that a person’s retirement date will depend largely on when their partner decides to retire, particularly in the case of women.

However, as a recent article in the Wall Street Journal indicated, the days when a husband automatically retired at 65 with a corporate pension and his wife dutifully followed him, are over. Most women approaching retirement age are now working, and many have their own retirement savings and viewpoints about the nature and timing of retirement.

Many of today’s older women re-entered the workforce later than their partners following a period of non-work or part-time working while they raised their children. Consequently they may be at their peak with prospects ahead of them when men slow down and want out.

Add to this the fact that retirement, particularly for women who tend to live longer, can now last for up to thirty years or so and women may look with horror at the prospect of relinquishing an income, social relationships and recognition for many potentially unfulfilling years ahead.

Of course, it’s not all bad news; many people - female and male - have very positive retirement plans. But as the article indicates and my own experience with coaching and advising older people bears out, many individuals simply don’t talk to each other in any meaningful way about retirement beyond a shared acknowledgement that it will be good to leave the rat race behind.

Employers can help in many ways, not least through providing meaningful, couple-centred later life planning programmes and coaching. That may sound overly altruistic and unrealistic in this economic climate but if employers want to see their older workers making positive transitions into retirement and being clear and open about their future plans, something has to change - and fast.
 

See the WSJ article at:
http://online.wsj.com/article/SB10001424052970204571404577255662010466038.html?KEYWORDS=retire
 

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Editor's Note - May 10

Had a busy week with two days at the Responsible Business Summit in London. What struck me was the appetite for sustainability in the corporate world. I spoke to senior figures from multinationals who knew wholeheartedly that businesses in the future would not succeed if the society around them failed.

Much of this appetite was understandably focused on collaboration - the future of sustainability. Words that were previously indicative of success - power, might, scale, size - are no longer enough in the open source, peer-reviewed future where opponents will not simply grumble and moan and then leave you in peace. Companies must work with governments, NGOs, charities and social enterprises as a matter of course. And even competitors, where necessary.

Facilitating this collaboration is the big challenge of the next five years. Highly-strung and ego-centric companies, feverish with the need to protect their brand, will struggle the most, but it's either adapt or die.

The business/charity relationship is one of the most interesting focal points. Business power can drive positive social change in so many ways but charities are the key holders to communities. As businesses are expected more and more to play a stake in the future, charity partnerships should be top of the corporate priority list. Businesses that don't work closely with a charity will find themselves with reputational problems.

There's a lot more to CSR, of course, but collaboration is the bedding on which CSR will rest. Businesses can no longer find the answers to all their problems in their own resources and assets.

And for many that's a scary thought.

Any thoughts, thoughts or questions, drop me a line on editor@hrzone.co.uk.

Best wishes

Jamie