How Dana Employees Can Navigate the Shift from Pensions to 401(k) Plans for a Brighter Retirement Future

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This is a critical turning point for Dana companies as they seek to include Generation Z in their workforce; these companies must now harness the digital skills and creative ideas of young people if they are to remain competitive,' advises Michael Corgiat, a representative of The Retirement Group at Wealth Enhancement Group.

Brent Wolf of The Retirement Group, a division of Wealth Enhancement Group, points out that as Generation Z continues to become a significant portion of the global workforce, Dana companies must make an effort to eliminate ageism and foster diverse and inclusive environments that embrace multiple points of view, which are necessary for innovation and long-term performance.

1. Age Bias in Recruitment: How this affects both young entrants and experienced professionals, and Dana companies, in terms of age bias in hiring.

2. Generation Z's Workplace Integration: The positive and the negative of integrating Generation Z into the current workforce dynamics, especially considering their digital fluency and social values.

3. Retirement Transition: How to understand and negotiate severance packages for Dana employees as they transition to retirement and how to make this transition smooth.

As Generation Z enters the labor market, Dana faces new challenges and opportunities in the management of intergenerational dynamics in its workforce. A study by ResumeBuilder.com, which was done through a survey of 1,000 hiring managers, shows how age bias affects recruitment, affecting both new graduates and experienced professionals.

The survey shows that 42% of the hiring managers have practices of including age in the hiring process, which is quite frequent across all age ranges. However, forty percent of these managers are negative about the ability of Generation Z applicants, who are 12-27 years old, in the workplace.

There is also a clear opposition to experienced candidates:

33% of the recruiters are uncomfortable with hiring older workers. This bias is often seen in the job histories and educational background checks of the candidates and sometimes, age discrimination may be used to eliminate qualified persons because of their age. Stacie Haller, the chief career consultant at Resume Builder, notes that such biases are inconsistent with the policy that age should not be a factor in employment if the person can do the job.

As for the concerns of Dana about Generation Z candidates, hiring managers have, for instance, raised concerns about the level of experience of Gen Z members, the tendency to job-hop, and honesty issues that may raise questions about their fitness to work. Interestingly, almost half of the survey participants are not sure of the Gen Z employees they have hired, which makes them hesitant to do so.

The pandemic has made it harder for Gen Z to enter the workforce, particularly with the shift to remote work, which has limited them on the ability to gain experience and skills otherwise. However, these should not be seen as the reasons for excluding Gen Z in corporate settings as this goes against the company’s strategy of encouraging innovation and growth.

Bryan Driscoll, a human resources expert, states that excluding Gen Z's generation from the workforce is a great way to kill some of the most promising ideas and talents that could have benefited Dana. Gen Z’s social and environmental concerns and the desire to find meaning at work is a great addition to our corporate culture and innovation strategy. Instead, they have interpreted Gen Z's demand for equal pay and better working conditions as entitlement rather than as a sign of the evolving workforce.

Thus, by preserving age bias in hiring, Dana may be excluding a potential generation and thus putting its competitive position at risk. Leaders must therefore embrace new ways of working to recruit and retain the best talent.

This is because, by 2025, Generation Z is projected to constitute more than 30% of the global workforce. It is crucial to embrace automation and a culture of learning from and implementing new approaches in order to harness the potential of Gen Z. Their critical thinking and the ability to process and analyze information can help Dana companies move forward and innovate.

Therefore, the challenges of ageism in recruitment demonstrate the need to move away from the age-led recruitment policy. Thus, Dana can create a strong workforce by removing the age-related biases and considering the talent that each candidate can offer.

If you are an employee of Dana set to retire, it is crucial to know your severance package. As pointed out by Forbes in 2021, a good severance package can make a big difference in your retirement planning. These packages may include health benefits and outplacement services that are useful in the process of leaving the company. It is crucial to understand and discuss your severance package to guarantee your financial future.

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Entering the job market at the time of retirement is like setting off on a long-awaited voyage. As an experienced captain would thoroughly consult every chart in order to determine whether the ship is fit to set sail, it is imperative that a Dana employee study his or her severance package as if it is the maps and compass of the retirement journey. This all-encompassing package, which offers much more than just financial support, acts as a roadmap to new opportunities and health care services as one moves from the working world to retirement.

Sources:

1. Lazar, Michelle. '12 Expert-Approved Tips for Negotiating Better Salary and Severance Packages.' Outten & Golden, 2023,  www.outtengolden.com . This source offers valuable information on how to effectively negotiate severance packages, especially for people who are close to retirement, to guarantee financial security and maintenance of benefits.

2. Financial Samurai. 'A Severance Package Is The Best Catalyst For Early Retirement.' Financial Samurai, 2025,  www.financialsamurai.com . This article explores how severance packages are a great way to enable people to retire early, and how they can help in the transition to the workforce.

3. Severance Packages: What Employers Need to Know. Thomson Reuters, 30 Jan. 2025, legal.thomsonreuters.com. This resource provides the legal aspects and the different aspects of severance packages and how employers can design correct and appropriate packages to retain retirees.

4. Negotiating Severance Packages: Why It Matters. Harvard Business Review, 2024,  www.hbr.org . This source, from Harvard, offers a detailed analysis of the reasons why severance negotiations are so important for senior employees who are leaving the company and retiring, including the role of severance in ensuring a secure retirement.

5. The Role of Severance Packages in Retirement Planning. Forbes, 2022,  www.forbes.com . Forbes has outlined in detail how severance packages are important in retirement planning and articles include information on the benefits like health care benefits and financial rewards that are useful for the retired.