CHEMICAL AND ENGINEERING'
NEWS
EMPLOYMENT OF THOSE OVER 40 Does Management H a v e a Mental Roadblock on This Problem? V -->J V?
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VOL. 33,
NÔVJ50
Director of Publications, Applied*Journals, ACS:
C.„B.tLarrabee - %
Editorial Applied
W.y.
Director, Journals, ACS:
Murphy
J a m e s IV1. C r o w e
Executive
editor;
Managing
Editor:-
Production
Manager:
"
R o b e r t F. G o u l d
1C
-Joseph H . K u n e y / v
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E D I T O R I A L {HEADQUARTERS/ ^ V ;} : / , ;; ^ W A S H I N G T O N 6,s θ Γ C . " 2 \ ~ ^ V * ,,Μ; 1155 S i x t e e n t h S t . , N . W . .-"„ ^ * " > , ^ P h o n e R e p u b l i c 7-5300 „, r T e ! e t y p © W A 23 Ν Assoc/afe Editors: : ^^ R o b e r t G . G ibbs ^ * ν *^ *. Edward J. Reardon » - \ ·. l>4.~* s \Assistanf Editors: ^ " - ' ' * Λ\ K a t h r y n Campbeli, David M . Kiefer, ^ H e l e n H . Blunt, Irene G . Kiefer, George" x * B„ Kranta:< ~ f P h o n e Exbrook 2-2895 T e l e t y p e S F 549 - Associate Editor: G o r d o n H . Bixler Λ
Assistant Editor: K e n n e t h M . Reese
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E A S T O N , PA. 2 0 t h and N o r t h a m p t o n Sts. P h o n e E a s t o n 9111 T e l e t y p e E S T N P A 48 Associate Editors: B e r t h a Reynolds. C h a r l o t t e C . Ssy?e Editorial Assistants: F e r n S. J a c k s o n , Lois J , B e n n e t t , Joyce A. Richards
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EUROPEAN OFFICE Buslv H o u s e , A l d w y c h , L o n d o n P h o n e T e m p l e B a r 3605 Cable J Î E C Η EM Associate Editor: W i l l i a m Q. H u l l
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Advisory Board: R. H . B o u n d y , A . C . B y r n s , J . T . C o x , J r . , F . J - C u r t i s , F a r r i n g t o n D a n i e l s , R . L. E r i c s s o n , W . C . F e r n e l i u s , H . L. F i s h e r , G. E . H i l b e r t , J . R. H o o v e r . J . W a r r e n K i n s m a n , C . E . L y o n , H . F. M a r k , E . G . R o c h o w , L. T . W o r k „ '„ . t T h e American Chemical Society assumes n o responsi bility for the statements and opinions advanced b y con" ^ tributors to its publications. Views expressed ia t h e ed i" t o r n Is arc those of the editors a n d do not necessarily repre; sent t h e official position of the American Chemical Society.
I N THE PAST YEAR or two, a n u m b e r of mergers in the chemical process industries remind u s of another period in history—the late twenties a n d early thirties. Several of t h e presently large companies w e r e started on the road to bigness in those years b y the simple process of acquiring small concerns. It is not our intent to discuss in this editorial the favorable and un favorable aspects of mergers other than the effect they have on those who are in the 40-to-60-year age bracket, w h o are let out when two companies merge or one company buys out another. It almost seems that the more competent these men a n d women are, the more difficult it is to place them where their training, experience, and professional skills arc used to the fullest extent possible. W e know this to be true because quite frequently chemists, chemical engineers, and chemical executives in the 40-plus class come to u s to help them find a position. T h e professional man or woman who is 40 years of age or more and who is highly competent inevitably is a specialist, not a " J a c ^ of a ^ trades." This means, of course, that the job opportunities for such really competent individuals are fewer than for those who do not have such training or skills. Much is being said a n d written these days about America's man power problem. The recent White House Conference on Education proved conclusively that there are serious shortages in most of the pro fessions a n d most certainly in the physical sciences and engineering. If there are such shortages, w h y then is it difficult for the 40-plus chemist, chemical engineer, or chemical executive to get another position w h e n through no fault of his own he is released "because of a merger, acquisition, or some other factor? W e think most of the answer is a mental roadblock that many in top management have, unwittingly perhaps, set up. T h e roadblock we are thinking about is the belief that there must be some thing radically wrong with a man or woman who is forced to change positions after 40. Unfortunately, it is true in some instances, but it is illogical to assume this to b e t h e situation in all cases. W e are also aware of some of the other roadblocks such as rigid pension plans and health examinations. These need not b e barriers unless top management deliberately uses t h e m as excuses. As the years roll on, w e are coming t o be a nation populated largely by men and women over 4 5 years of age. Further, medical and nutri tional advancement (brought about, incidentally, largely b y chemists and chemical engineers) will m e a n that man's span of life will increase quite materially. In the face of this fact, can we continue to hold on to an outmoded belief that there is some arbitrarily fixed year in an individual's life when h e is no longer employable? W e wonder h o w many companies in the chemical process industries have no fixed policy regarding the employment of professionals who have passed the 40-year mark. Those that refuse even to consider people who are over this age have very little, if any reason, to complain about personnel shortages. If the statistics w e have been hearing about in the past few months are reasonably correct, then many existing prejudices, including the one about employing older people, will have to be removed or the safety and welfare of this country will be seriously jeopardized. It is high time that these facets were studied thoroughly and objectively. Totally, there are not m a n y individuals of the kind we have in mind. Percentagewise, they represent only a very small portion of the scientific and technological manpower pool. However, although few in number, these men and women should not be allowed to remain in a dead-end street. T h e wastage of even a small amount of trained manpower ought to be avoided. W e feel sure that another h a r d look at this problem will convince management that some roadblocks can be removed. If each company were to do only a very small amount of recruitment among these people, a b a d situation could be quickly eliminated.
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