We interviewed 62 minnesotans who have lost white collar jobs later in life. Almost 75% refused to move and 3 big problems kept them locked in place

Keeping a work in white collar or obtaining a new one can now depend on the workers’ desire to uproot their lives and take the road. Although workers of generation Z are more open to these movements, our research has found that the geographic mobility of those over 50 can be embarrassed by specific obstacles at the life stage. Given labor and employers work quickly and employers to attract and keep talented workers, understanding these challenges is particularly important for human resources managers.

In our new book, American Idle: Loss of jobs late career in a neoliberal era,, We interviewed more than 60 minnesotans who lost their white passes later in life, the interviewers initially in the five years that followed the great recession, then a decade later. We were surprised to learn that almost three -quarters of those questioned refused to seek out of the state. Their comments revealed three obstacles common to relocation.

Family ties

First, there are very important family ties; As Atlas discovered, this is the main reason why the relocation offers are refused. We found older workers anchored in place by a wide range of family commitments, especially towards children and adult grandchildren, as well as aging brothers and sisters and parents.

There was also the question of the spouses and partners who were anchored in their own career and naturally reluctant to leave after having become the only support for the parent. Sometimes they simply had their own preferences on where they lived (and would not be). These constraints, we have learned, are not negotiable.

The locked housing market

Second, Atlas reports that a considerable number of relocation offers have been rejected due to high mortgage interest rate and a tight housing market. Economic conditions were just as important consideration for our interviewees who lost their jobs in and towards the great recession of 2008. The housing market which collapses accompanying this accident has considerably reduced the value of the nest eggs of our interviewed at a time when they have already been taxed financially.

In addition, after spending decades to reside in the same place, our interviewed people were emotionally invested in their homes and deeply attached to their communities. These connections are known to improve personal well-being, an important consideration for anyone who is considering resettlement.

The lost promises of the baby-boomer generation

A third factor is surprisingly neglected, both in the Atlas survey and by our university colleagues. Generating, our interviewed are baby boomers who entered the job market at a time when continuous employment was often guaranteed for loyal white collar employees. Their job loss at the end of their careers has instilled in understanding that relocation cannot protect against dismissals that today’s white -collar workers meet regularly. Age and experience have therefore given our interviewees the wisdom to understand the personal and financial sacrifices to move to their late career stage. With relatively a few years to recover potential losses, the move was simply too risky.

However, there is hope on the horizon. Atlas noted that a limited but increasing number of companies now offer incentives to non -standard resettlement which include mortgage assistance, buying out household houses and reimbursements when the sale price falls below the evaluated value of a property. In addition to these financial supports, some companies also provide guaranteed employment for a specific period of those who accept a relocation offer. These incentives greatly contribute to making resettlement less expensive for elderly workers, but there is room to improve. For example, career assistance programs to support flight spouses would almost certainly be welcomed. In addition, employers could highlight community equipment, social activities and support services that are both attractive and essential for elderly workers and their families.

When companies ignore resettlement constraints on generation in generation, they do so at the risk of missing a group that brings experience and expertise as well as the strong work ethics and the sense of duty required by employers of a previous time. In addition, elderly workers are increasing multi-generational workforce, the advantages of which are increasingly apparent and coveted by organizational leaders. Given the shortages of workers and other current labor market challenges, recruitment managers should place their bet and support for older workers.

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