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>> Welcome everybody. The Georgia Tech library is pleased to present a book discussion today with professor and author ruth camper late the discussion will be moderated by my colleague marley. Give. Thank you catherine. I am very pleased to introduce our speaker. Doctor bruce camp for doctor can for is professor of psychology and director of the work science center at the Georgia institute of technology.

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She is a fellow of the society for industrial and organizational psychology. The association for a psychological science, the American psychological association, and the Academy of management. Her research experiments, the role of motivation and self regulation in work and achievement settings. Good morning and thank you for joining us, dr.

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Jennifer. I'm curious to hear how you and your colleagues who co authored the book with you 1st got interested in this aspect of the workplace. The age was talent aspect, But thank you to like to be here. Well, my colleagues, denial lisa finkelstein, trucks, l L and frank of koli, have all kinds come at it different ways i became interested in an older work motivation about 30 years ago when I was working on age discrimination case.

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And one of the company officials argued after the fact that older workers just hapless motivation than younger workers. It's just as though a person has worked notification runs down to empty an older age. And his conviction about this and how it counted, my observations about a number of older individuals led me to begin to do research on whether and how age related differences age less changes that were ration and engagement.

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Then reemployment 6. So with a number of other colleagues, we began to publish the radical and cheerful papers on this from a lifespan perspective book chapters and 2 books on aging and working on vacation. And recently had the honor of working with colleagues on the National academy of sciences report on problems that are associated with thinking about people and employees solely in generational terms as the workforce and I continued to age.

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I am pleased by the progress we've made and dispelling the long standing negative stereotype about work motivation among mature workers. And you mentioned the report and this is actually not the 1st well that you and the same colleagues that published area. So can you tell us about this, this new book h las talent and how it differs from the 1st book that your team wrote on, on this topic?

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Well, the 1st thing which was called taking the challenge is a multi age for, for you to approach was the same great team. But it was an edited book, not offered book, and it was much decor. And we wrote some of the chapters, but we mainly solicited chapters from other top notch up and coming scholars about where the research needed to headed and, and other issues that in a, in a stuck with agent.

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So we In nitrogen in 2015. Lisa, i have the honor of being part of a team that was to deliver congressional briefing on the aging workforce and behalf of the society for industrial organizational psychology. And book was part of the societies academic book series and it just come out.

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So I have representatives provided complimentary copies of the book to congratulate attending breeza. But we know that some of the staffers were leaving the book on the table. And listen, I realized that the book served a very important purpose in the scholarly literature. It didn't address the practical and pressing needs of the of the group of staffers we were talking about.

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So we talked it over and decided to write short practice focused book, action oriented book that was science base, but accessible, digestible, readable, and useful to a broad audience. Of manager leaders and policy makers and math. This book age less challenge. That's how we gotcha. Okay. And I think that I'll just mention, i love that.

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You call it an airport book. So what's it like to write for this other audience, this non scholarly audience? Well, when we started who said it's an airport, but because we wanted to be than enough that you wouldn't be adverse to buying it in an airport and sharing it around where every ounce count can.

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Little did know. We started this just before the pandemic. The air Force would be closed, but we would keep writing the book and now that we're fortunate, you know that the book is out near reopened. I think one of the real challenges is to write a book that is based on science, but is readable to people who don't have that kind of background to check a lot of back and forth with all of us and to, to get it down to I think it's a $170.00 pages or something and, and so it's pretty brief, but it provides a lot of examples in a lot of of, of results that come out of scientist interventions.

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And it's really meant to inspire the leaders and managers about the things that they can do and the peer or how they can do Right. Well, thanks for getting us started and getting us a little more familiar with the topic and, and what it means to you. I would actually like to invite a couple of colleagues that are joining us from the Georgia Tech human Resources office, candace phobia, and it's with us.

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She's the program manager within gta chars, employee engagement department where she manages employ wellbeing programs. And she's been at Tech for 6 years and I the gardener is also whether she is director of employee relations, which is a unit within georgia Tech human Resources. In her current role, she's responsible for leaving the employee relations department to providing strategic advice, in consultation to managers on organizational policy and process matters.

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updating human Resources, policies, and procedures, and conducting training sessions, unemployment related matters. And I know that they have a lot of questions for you about your work and especially how it pertains to the very diverse workforce at Georgia Tech. So I think, I think is kind of have to have the 1st question for us.

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Thank you. marly, dr. cam for thank you again for being with. So my question is your book highlight the pyre approach and that's the p I. E R A. Me. What is that and how does it work? Okay. It's a work or a way of thinking about really doing many interventions to try to improve the environment for you know, I think all workers but we have in mind often times the mature aging And your stand for planning, implementation, evaluation, reflection and adjustment.

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So those are things that I think, a pretty self explanatory, except we will spell out the approach in terms of what we mean by planning. Which means what is our goal? What is the specific outcome we one, what complex and, and what is the plan that we're going to use to get to the often good setting goals.

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But we are not as good at delineating the plan for getting there the means for getting there. And we're often even less good at delineating a backup plan if nothing should happen, which is always does the 2nd to about implementation. The 2nd step is really the focus on monitoring progress and to look at and provide ongoing feedback during the intervention.

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No matter how small and reviewing are is very similar at the end of the previous design period to look at similar to evaluation. So look at did over the good thing for the bad things. Now that's pretty common. I'm as oftentimes where we stop though we're, we argue in this book that there are 2 more really important steps that have to do with the oil change and of really developing successful interventions.

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They find results was reflected this often times when we evaluate the sale good or bad, it worked or didn't, we don't really spend a lot of time talking about what worked and what didn't. And why do we think that was the case? And we argue in the pure approach, that reflection or the last are, is really important aspect of a successful intervention.

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And finally, adjustment and the idea here is even if something doesn't work, we don't walk away from that. That in fact we maintain a future focus. We think about how it could be improved evaluations often pass, orient, it's oriented towards how well things worked in the past. How will people performed in the past?

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But it just, teacher says, okay, how can we develop, what, how can we build in continuous improvement or a learning framework into the way that we do our intervention. So pure of staff for that orientation and those Thank you and have a manager here at Georgia Tech use the peer of framework in conjunction with our performance management process, which includes 4 phases, the planning, managing, reviewing, and rewarding phases.

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Well, I think they, they match very nicely. I think that the pure strategy would basically argue that planning should be really clear in terms of what are the objectives that it should be purchase tests that it should be nation with the employer, the workers goal in billings. And that we need to, we need to identify the criteria for success very early on at the start during the planning phase.

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managing is similar to implementation and reviewing. It's similar to evaluation, but we would add the last 2 phases of reward, of reflection and adjustment. That in these steps that we take and try to prove the workplace that we, we continue to think about what, what can to things like they do in health Care after a surgery.

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What, right, what went wrong? What should we do? How would we change it next? Time if we were to do it again. And I so how we, we exhausted, we've been way in taishan towards continuing to improve Dr. Can for hi I what are some of the major challenges employers currently face in managing an aging and a diverse talent pool?

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Wow, there's quite a few. I mean, I think managers face a lot of challenges nowadays. That's only one of them. I think, you know, we're in a place where you've probably heard, you know, you can have or generations or, or cohort in your workplace. So diversity of age, diversity, and common other kinds of diversity are also common.

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But the, the issue that they, the challenges are finding ways to connect people, finding ways to build a common bond, to be inclusive in a diverse workgroup to help him individual team. The team or a unit help one another and not become focused on making just a premature judgment about different ness of themselves from other people.

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And that's really important for 2 reasons. One, there is no question that older workers are going to become a permanent feature of the U. S. workforce. They already the fastest growing segment of the US or the $65.00 it older and, and soon will represent probably near a quarter of the workforce.

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So diverse age diversity is here just and we and that's a very important aspect of, of maintaining full participation and working working longer is a very important feature for us productivity and, and well being in general With that said, I think the, the answer really here is that oftentimes and I've done a lot of work on reemployment and age issues and in reemployment success is that stereotypes about older workers, more mature workers often get in the way of the kinds of collaboration and motivation that keeps older workers feeling like they belong, like they can perform like they that they can from utilizing all of their skills as long as they remain in the bell.

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Those, those are the challenges the manager has with respect to personally thinks that kind of ties nicely to my next question. Your book talks about the factors that contribute to work ability. So what does that mean and how can organizations and supervisors affect an employee or an employee's work ability?

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short term that, that really started with talking about the number of medical issues that a worker had and the more medical issues that they had that they were probably retire or not remain in the workforce longer and it's broad. And since then, and it's actually not just in terms of physical medical issues, but it will talk about the individual's ability to bring forth the physical and the person and the cognitive resources that are demanded for her job.

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And so work ability is really if flexible, it doesn't reside within the individual. It also depends on what the job is. So for example, one of the interventions that has become Pretty popular in his study, why a bit now his job craft, which is changing the job and the task responsibilities so that you have a better match between what an individual can do and what individual individual wants to do and what and what the job tasks or the workability is really something that isn't just about an individual is about fits And Dr.

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camper, i have the next question. How should organizations approach the T, N D A managers and leaders are managing an age diverse workforce? Well, that's been the question that's been asked a lot. So one of the stereotypes that have been just spelled in but remains popular. I think unfortunately in the literature in which or is that more mature workers don't like to learn that for some reason they don't like learn.

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However, example, I always give an example of a older person who years ago When computers were 1st introduced and I older workers said no I, I kid you, peters and, and I, you know, it's just too hard to learn. Then they're growing them, their children put pictures of their grandchildren online.

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And lo and behold, a lot of old people learn how to use computers and became actually quite proficient with, with computers for, for that purpose. So I think that it is a big mistake. You think that people that older individual can't learn, they can't. Now, did they learn as quickly and late?

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Did they learn in the same way that maybe a 2020 year old does know because there are times or age related differences. So for example, we know from science that more mature workers tend to valley self case past rather than other paste. They learn better in the office.

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They often take a little bit longer, because when it's self paste, they will review the material more often. But they learn and so I think there are 2 things. One of the things that that science also tells us is that one of the most important things that you can do is provide supervisory support for training and development.

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To encourage your employees, your older employees to learn to, to take the lunch that a lot of people don't, are concerned about looking bad, particularly their supervisors. And I think to the extent supervisors are streaming or in providing that that motivation and support for getting engaged. And when the learning process is tuned well, the demands of learning the age related demands of learning for the employee, then it actually can be a very strong self reinforcing process.

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The doctor can, for I have a couple of pandemic related questions for you. The 1st one, the pandemic has added another layer of complexity to the challenges you described. How do you think things will unfold as the world goes back to work and back to the office? Well, that is the multi $1000000.00 question.

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Literally a $1000000000.00 question. Many people are trying and organizations are trying to figure that out and we are just beginning to see what the consequences of the lockdown have been and what, what their side, we found out that their people could actually do their jobs remotely. Many people could that people who were able to work remotely didn't continue to work remotely.

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On the negative side, do we found that it was exhausted for a lot of people and lead to some bernie naugten. Now you hear reports of people who don't want to go back to work that they might even quit where they was. They were I think the few things are clear in some of the economists have looked at this and, and the Department of Labor.

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The people who have been hurt probably call, you know, really a double disruption. What is being called not only do you have the panoramic which actually put older people at risk for being in public in work studies. But you also have the opportunity for increased the speed of technological innovation in the workplace.

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So organizations actually improved that that was happening before, but they really increased the speed with which they developed new technologies which lead in fact to job displacement. And, and so a lot of people who lost their job have found out that those jobs are no longer there and they're going to need to reach skill.

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So if you think that player older were hers and women, particularly in lower wage jobs, have been most negatively affected by the pan, much and the associated increased development and technology. And so for women, the burn out where the additional responsibilities oftentimes of child care makes job recovery really quite difficult.

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Even if they have a job to go back. And then the lab return of educational and child care options makes it even more curious. And because that transition is not smith, it's not, is sometimes there was last abilities. And for people who like to segment their work, to work at non work, it's not going to segmented for some time that are working mothers.

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The casa child care job displaces, and the need to re skill or educate further. For reemployment, it requires a fairly heavy lift from not just organizations and managers and support from managers, but also from the business itself and the public sector. Now Yeah, I was going to say wanted one thing that a lot of organizations are looking at is hybrid work, which is part time remote work.

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And I know we've been in Georgia track, there's been a discussion of high were hybrid work even before the pandemic, and in, in some units. That there are pros and cons. And actually this has yet to be really fully study. It's not clear whether or not hybrid were, will exacerbate or marginalized, employ groups like women and older workers who might in fact we most at risk.

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Okay. For, for feeling not engaged or, or involved in the, in their unit. And it's not clear how hybrid work affects the productivity of the unit as a whole. And these are the kinds of questions that at major organizations struggling with. Now, one thing that will have to happen now is that there will need to be more intervention, family friendly interventions, and innovation, and finding ways to coordinate work in non work domain and not at the cost of, of psychic exhaustion or the employ that is so true and I can totally relate.

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And I, my 2nd question, I think you actually hit on it with your answer. The 2nd question was about working mothers in the pandemic and how they had additional responsibilities at home. And some had to leave the workforce entirely. And I was going to ask, how do you think this will impact the workforce going forward?

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But I think you did touch on that. Yeah. Not quite sure yet. What's going to happen, but a lot will depend on what policies organizations put into play and what supervisors do to provide support for those women as they come back in or caretakers even if they're mad as they come back in.

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And I should mention that the older workers do play a very important, they're taking role sometimes for grandchildren sometimes for others who are sick or whatever that all of these groups are really going to need support and help at each level at multiple levels. Yeah, it's no dr camper in talking about that.

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How do you think that more remote work will affect managing and h diverse workforce It's hard to know, but I think that we know certain things about age and having to do with sociability and the important stuff feeling. You know, all of all people, all employees are people who are engaged in, in the labor force.

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Typically, you know, hundreds of stations, there's really 3 things that people want. They want census fairness in the workplace. They want a workplace, a working experience, where they can build, valued, and appreciated and achieve. And they want a sense of purpose and to, to know what they are doing, that they're connected, right?

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belonging. And the problem with remote work is, as you get older, that then the self and getting a positive sense of self from others around you is a social phenomenon that maybe can't quite of her you know, if there are certain things that happen into personally the informal things that happen in personally the touch on the shoulder or the impromptu remark which you can't capture.

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And only one person can talk at a time that that, that maybe lead own to workers to feel that it's less satisfying. It's, it's going to, I think, takes pre to be, to make remote work satisfying in that sense, in terms of the social and the belonging factor, or make sure I have a question on aging worker.

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So the Department of Labor estimates that older workers represents a larger and larger percentage of the U. S. workforce over the next few decades. At present, many boomers are now working well into their seventy's. This means supervisors may increasingly be managing older workers. What came managers do to support employee engagement and motivation to develop them in does the growing number of older workers impact how managers build productive teams?

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Yeah, that's a whole bunch of stuff. Yeah. I can, I can break it down if you need me to the 1st part with basically what can managers do to support employee engagement and motivation to develop them. I think one of the most important things is to lesson and she be and to actively involved, to, to check in with the workers.

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I mean, this is probably true or at any age to find out what are their issues, what are their aspirations, what can be done to make the workplace a more exciting place for them to, to review some of the stresses that they might be feeling and to increase include think, you know, oftentimes if it's about not feeling offensive, inclusivity or belonging.

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Right. And, and so particularly for older workers and what can be done, even at klein level. So you have multiple intervention. She can do things at a climate level in terms of the enforcing the norms and values of inclusivity. You can do things that are actually physical demands.

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We talk about this example of b, m W or, you know, the older workforce. I think the mean age was 40, i think in the production line. And what they did was they built a new production line just of old workers. And then they looked at things that they could do to reduce their, their expensive their fatigue and so on.

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They, they changed out the flooring, they provided their nomic chairs, they had that stan desk, these things really reduced. The, the, the stress of that older workers still increase their sense of future increase that they could actually work longer under these different, under these modified conditions. And increased productivity on the line by 7, which of course is big.

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They fetch though. Yeah. Yeah. laugh. So the 2nd part was just a growing number of older workers impact how managers build productive teams. Well, I think it means there's going to be more diversity and I think that it's more important to monitor and actively intervene and make sure that team members are communicating without and not that communication networks and collaborations are not being run by stereotypic judgments rather than by who has the information and who can help who and doing backup behaviors.

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And, you know, we did a study which it's funny about things that organized themselves often times is into who can do what. But stereotypes that are not just acting on the basis the stereotypes can really impede a teams productivity that way. And I give the example of the turns, which were, I guess we're down there at Georgia Tech that was partially georgia Tech, which was about the 2 older gentlemen who, who, who were in turn bench, where at 1st it's rejected by the movie where they were 1st rejected by the younger insurance, but by the end of the movie.

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And it was really clear after you got past the stereotype that they offered and contributed to the problems of the group in very unique and valuable ways. And I think that's what, that's really what needs to happen and does happen. scientists, scientific research shows it can happen when you get rid of the stereo.

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Thank you, dr. Kim for. I'm going to toss it back to marley for any questions that we may have in the q and a. Yeah, and actually we have, we have questions that are kind of flip side to the same coin. Going back to how managers can best support more mature employees.

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The question is about specifically younger managers. So, and I know that you'd like to talk about sort of age related development more than generations. So if you could, you know, kind of get at that with any and answer about how younger managers can best support more mature employees.

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Well, I think we're gonna see more of that. We're already seeing more of that. We're halfway through the boomer generation, hitting 65 for I I think this is again a problem in being authentic and not necessarily there's a tendency, i think sometimes for younger inexperienced managers to look cost a desk at an older individual and think of their parents.

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And and maybe pull back and not provide feedback and use and have stereotypes that maybe some credit though my, you know, I, this person doesn't really need this feedback because they're not going to be in the workforce very long or, or whatever. And I think that managers need to really understand re focus there orientation towards older workers.

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And that re focus needs to be about roy, what are the demands of the task and what are the resources of the individual? How can I provide a better fit and how can I work with this and boy to provide a better fit that is motivating gauging and, and something that the individual can do successfully.

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And So I think it's, it's a refraining of the conversation. Isn't that assumptions that one makes about an old, older workers that they are interested in learning or can't perform as well, or they lack passion need to be let go and inst. Instead, what the focus has to be is finding out what are the resources and capabilities and competencies and desires and most of these workers.

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And so how can we work together? And I actually have a question of my own before I get back to the q and a from the audience. But I know that your area of focus is motivation. And I mean, you just talk very generally about how motivation changes as we age.

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Well, very generally, i mean it doesn't ever go it changes in its focus. So there's some evidence in the life span literature well, fair amount of evidence that early in life during young adulthood and so on. wearing a more instrumental phase that our motivation is directed towards acquisition.

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And that matches very nicely with our competencies where we have really strong memory when we're 25. And we are looking to use that to develop and learn and to acquire, right, and to and to succeed and build our careers as we get older. Some of those competencies lightly decline, but it's also the case that we use acquired.

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And we move into our motives nicolai's in later life tend to be towards expect more experiential in terms of and generative in terms of translating what we know and utilizing what we know to the good of our colleagues and to the good of the organization. This is so really powerful that of motives for helping managers and organizations that they can tap into.

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And so that's how our motors are a mode of focus changes. But our motivation in terms of our, our capacity for like, you know, energizing ourselves and putting our, putting our mental effort towards something doesn't really change. Yes. Some there is some, some slight decline. Probably. I know I can't do all nighters the way I used to do if, even if I really want to.

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I mean, I came in, but I pay much more generally for than I did when I was 25. But that side, I think it's really important to realize and to know what your employ to accomplish. often times I think manager, some leaders don't make good use of the potential of older workers for contributing to organizational goals and objectives because they never ask them what they think they can do for the organization.

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And that actually really nicely into the flip side of the previous question, which is about the employee. So do you have a price for mature employees in multi generational workplace where the are these, these age related, or generational differences between managers and co workers? Really good question. Really good question.

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And the same thing applies. There is a little evidence that as you get older, you tend to be a little bit quicker making stereotypic judgement than when you're younger, believe it or. And so that would suggest if you that in fact, older workers to be very careful about not making stereotypic judgments about their younger supervisor, younger colleagues, and instead felicity and, and she may judgements based on the specifics of the situation.

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And I also think that there is Important or some good evidence, just that the importance of pro activity that older workers need to speak up about what they can contribute and what, what their limits and pro activity might lead to job crafting. Right? That a job that actually can help the unit in unique ways.

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It, it, there's a uri of lifespan development that talks about how over the lifespan, people go from accomplishing to accommodating and, and compensating for, for various losses. And job crafting is one way to compensate, right? And, and as the organization become technologically more sophisticated, that compensation becomes more possible.

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So we'll say, for example, in training the new technology for learning and online learning have made it possible for older workers do learning that they previously might not have been able to do it. And in a way that is comfortable and motivating for them. And that's a really important feature because nobody who starts a job at 25 is going to do that job and be motivated by that job for the next 60 years without crafting it or change.

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Very good point. So thank you. We have a question actually going back to your comments about the internship movie and you know, older adults and younger workers and so on. The question is about how can we change the way that older workers are perceived, both by themselves and by organizations to self perception and for perception by others?

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Well, we are all subject our self perception object to what we hear others think about people like us. So when we operate in environment, we're and we, and there's a fair amount of research where we, that the norms and the stereotypes run rampant. That old people can't do anything.

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Right? That they're in the way. Then we can think of our cell as in the way, I'm not able to do as much so so, so in part depend on the norms and the, and the climate around us. If, if what changes that climate, well, most people would argue that it's a multi level, a large scale or eventually it has to be supported from the top of the organization.

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There has to be support for inclusion. And in terms of all of the language symbol visions that talk about in 270 right and policies and each are policies that are bundled support, longer life among individuals who are capable and competent and the adjustment of work could vantage of their competencies that those are the kind it's, it's in the atmosphere so to speak.

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If you have sort of a pet dario type that you love to dispel for people. And it could be about older workers or younger workers or Anyone in the middle. One, my favorite one, as you probably can imagine, is that older workers are just not motivated anymore. And I feel that they don't just all the people don't often die.

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They are generally motivated, but perhaps not for what you're offering. And the idea is when we had a much more homogenous age, homogenous and in other ways workforce and boomers were all in their twenties, they all wanted the same things and promotions and we weren't, we're all and getting things like that was great.

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But as we age, we want different things. And so if we stay with the same reward schedule and reinforcement schedule, it doesn't work. It's not one size fits all. And it's really hard to understand that organizations actually do have opportunities to provide rewards that are meaningful to older people in terms of belonging, in terms of being valued and terms of the pride of being sociate in doing activities in the organization.

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So there's a lot of opportunities. There's a great study where you motivate older workers what they did was they had a family day where worker where employees can bring in their whole family to see how the plan works and to be able to instill pride and, and extend that motivation beyond just what happens in the walls, is the manufacturing plant to actually the thing.

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And I think there are a lot of create a solution that way. I will start with what it has been called by some state interviews which is said exit interviews which are too late. They're gone, it's energy use while they are, they are about what it is they are looking for and how and how for older employees you can build there.

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Now it's probably a good idea for all h employees, but particularly for older because we can not to think about that until we're older Now that, that is true, that any favorite stereotype of the younger generation that I mean I, I love the image of the, the younger man, if you're looking across the desk and seeing their parent, do you find that older workers look across the desk and see their child or grandchild?

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Maybe I think it depends on, you know, and I don't and, and there's lot of variety and what they see right, depending on who they're older and grandchildren are I think one of the things that it's a stereotype is that for me is that younger, younger workers don't err about older workers.

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I think that is, and I think the pandemic has really put this in a little bit to that The a younger workers don't necessarily have a special treatment. They give older workers which is not to think of them as, as value for people, but they're often maybe going faster than working in industries where you go fast and break things and they don't see very many older people doing that and that, that's.

[00:50:17]
But I think that's the wrong stereotype. I don't think necessarily that that's true, but it's easy to get that done because of the segregation, segregated employment. And so Well, I think we have time for one more question and we have a question that I'll just read the whole thing.

[00:50:40]
I'm intrigued by your comments about the pace intensity of work is that related to insight gained over time that our urgency is often self inflicted stress and arbitrary timelines resulting and unhealthy work patterns that are deleterious to our well being. Are we bringing it on ourselves? Wow, there are different opinions on that And this question, I think comes up even more given the chance my most interesting question is we were able to accomplish work remotely.

[00:51:19]
Did we work harder or less start did in and you know, I don't know of any data. So I do know that people experience psychological tiredness, but that may be related to the technology and the method by which we are working, which is very drastically different. Even if you are an essential worker they were drastically different.

[00:51:47]
So this question about, you know, do we bring it on ourselves? I think sometimes we do, but we do. I want to just take the point marathon runners bringing on themselves to they. They set goals that are very difficult and they work very hard to achieve them. Right.

[00:52:12]
And I think that can happen in the workplace. I'm one of the most motivating and rewarding aspects of purposeful activity in life is really to set a difficult goal into achieve it. Now there need to be limits on that which say that it's not the cost of losing one's family or you know, losing one's health.

[00:52:37]
And I think that I think manager some leaders have an important responsibility in helping boys find those boundaries and, and staying with him. But I think challenge isn't a part of Human nature. And in fact, and that's true for older workers as well. Well, thank you. So much I would like to thank and then ivy for joining us and asking such insightful questions and also everyone who contributed questions in our q n A.

[00:53:18]
And I would especially like to thank dr ruth camper for sharing her insights with us and really for writing such an interesting book that we do have here at the library. And I think catherine might have a link to share or share the link to that. catherine, would you like to wrap this up?

[00:53:43]
Yeah, thank you. marlene. Thank you again dr. camper. Thank you, candace, and I be what a great benefit to have such expertise in this discussion and thank you to marley our modern languages, librarian and library learning. We really appreciate everyone joining the Georgia Tech library is committed to providing free and accessible public programming to our community, both here locally and globally.

[00:54:12]
So we hope you will join us for future events. Well, we'll be transitioning in the fall to some in person events, but we have spaces for the all of our events can be hybrid and accessible to those in germany like we have someone here today. So thank you again for joining.

[00:54:30]
We'll make this recording accessible on YouTube and through our institutional repository, smart tech. After today's event. We hope you have a good monday. Thank you. Thank you. If you'd like to read the book from today's program ageless talent enhancing the performance and well being of your age, diverse workforce, please type in the U.

[00:54:55]
R L at the right to find it at your local library or bookstore. And for more information or questions about work, motivation, job and Career transitions, workforce aging and the future of work contact dr. ruth camper her email below.