Abstract
Canada’s post-war labour force growth has been unmatched in any other western industrialized economy, due primarily to the entry of the baby boom generation into the labour force in the 1960s and 1970s. The 1980s, however, have signalled the emergence of new trends, such as a lower source population growth and an aging labour force. Instead of focusing on job creation and the absorption of younger workers, the policy focus must shift to the new challenges precipitated by these trends. New flattened organizational structures driven by demographie (and other) external developments are likely to become more common, shifting the focus from linear to spiral career paths. To be successful much greater emphasis must be placed on adult career development. General skills training will have to be emphasized; work schedules may have to be altered; current early retirement trends may need to reversed. The result can only be achieved by changing management styles and practices.
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