Best Careers for Women Over Forty

In a nationwide survey, we asked midlife women to define the most important elements of a great job. In addition to a good salary and benefits, you told us you want a profession with a bright future, a high level of control and a flexible schedule.

We grilled the experts to find careers that deliver. Ready, set, reinvent! (saying Kate Ashford in More.com)

1. Community Service Coordinator/Manager

(volunteer coordinator, program director)
Salary: Most earn $42,110 to $73,470
Top 10% Make: $96,000+
Why Now: The field is expected to grow 48% by 2016
What You’ll Need: BA, passion for a cause
Entrepreneur Opportunities: Most in the field work for nonprofits or the government

2. Personal Financial Adviser

(financial planner)
Salary: Most earn $46,390 to $119,290
Top 10% Make: $166,000
Why Now: One of the 10 fastest growing occupations, it’s projected to boom 41% by 2016
What You’ll Need: A solid business background plus education in the field. You’ll probably also need Series 7 and Series 63 or 66 licenses
Entrepreneur Opportunities: 30% are self-employed

3. Environmental Scientist

(hydrologist, environmental ecologist, environmental chemist, ecological modeler)
Salary: Most earn $45,340 to $78,980
Top 10% Make: $103,000+
Why Now: The field is expected to grow 25% by 2016
What You’ll Need: Most positions require a master’s degree in environmental science, hydrology or a related natural science
Entrepreneur Opportunities: About 2% are self-employed

4. Registered Nurse

(critical care, emergency, oncology, clinical)
Salary: Most earn $51,640 to $76,570
Top 10% Make: $92,000+
Why Now: A projected 587,000 new nursing jobs will be created by 2016
What You’ll Need: A BS in nursing (four years), an associate’s degree in nursing (two to three years) or a diploma from an approved nursing program
Entrepreneur Opportunities: Although some nurses provide care as independent contractors or wellness coaches, most are employees

5. Computer and Information Systems Manager

(chief technology officer, management information systems (MIS) director, information technology (IT) director)
Salary: Most earn $88,240 to $141,890
Top 10% Make: $166,000+
Why Now: This field will add 43,000 jobs by 2016
What You’ll Need: A bachelor’s degree and sometimes a master’s degree—consider an MBA with a focus on technology
Entrepreneur Opportunities: These tend to be leadership positions within a company

6. Education Administrator

(principal, assistant principal, provost, dean of students, school district administrator, director of student services)
Salary: Most earn $68,360 to $102,830 (elementary and secondary school)
Top 10% Make: $125,000+
Why Now: Many will retire in the next decade
What You’ll Need: Experience as a teacher or in a field such as recruiting. Some positions require a master’s degree
Entrepreneur Opportunities: Most work for school districts or universities

7. Strategic/Crisis Communication Professional

(crisis manager, strategic communication specialist)
Salary: Most earn $38,400 to $71,670
Top 10% make: $98,000+
Why Now: The field is expected to create 43,000 new jobs by 2016
What You’ll Need: Public relations experience
Entrepreneur Opportunities: With the right expertise, it’s possible to provide this service as an independent contractor

8. Accountant

(public accountant, management accountant, government accountant, internal auditor)
Salary: Most earn $45,900 to $78,210
Top 10% Make: $102,000+
Why Now: The field will grow 18% by 2016, adding 226,000 jobs, and these positions are available in every industry
What You’ll Need: A degree in accounting or a related field. You have to pass an exam to become a CPA
Entrepreneur Opportunities: 10% are self-employed

9. Human Resources Specialist

(job analyst, compensation manager, employee benefits manager, training and development manager, recruiter)
Salary: Most earn $35,020 to $67,730
Top 10% Make: $84,000+
Why Now: There will be 147,000 new specialist jobs created by 2016
What You’ll Need: Depends. To specialize, you may need an MBA with a focus in HR management
Entrepreneur Opportunities: About 2 percent are self-employed

10. Small-Scale Niche Farmer

Salary: Most earn $26,800 to $76,230
Top 10% Make: $97,000+
Why Now: Small farms are growing at a rate of 10,000 a year
What You’ll Need: Nothing—training is done on the job
Entrepreneur Opportunities: 80% are self-employed

Tips for middle-aged job seekers

Numerous middle-aged workers have found themselves unexpectedly back in the job-search mode, which is financially and personally challenging for many workers who've spent a decade or longer in the same career.

One 53-year-old Torrance resident who was terminated in November took time to "recover psychologically, catch up on some leisure reading, and fix everything that was broken in the house." He is now ready to tackle the next stage.

As a manufacturing sales professional, he developed many business and administrative skills. He asks how he should approach a new-career search? His finances are a year's severance pay, and approximately $450,000 in retirement savings, and a home-mortgage balance of $118,000. His health coverage is now through COBRA but must soon be replaced.

It's still very tough looking for work. However, as worker demographics change, so are employer expectations. By 2016, a third of the American work force will be age 50-plus, compared with 28 percent in 2007. Demand for mature, experienced employees is expected to increase, especially in industries like health care.

The Torrance reader should tackle financial issues first, then focus on the searches. He should consult with a fee-only financial advisor to decide when - or if - he should move his 401(k). Internal costs and investment options are also vital considerations.

He also should research health insurance options, looking into plans available through trade/professional associations and individual policies. He'll possibly obtain coverage with a new job.

It's also advisable to get the "health house" in order to the extent possible by getting fit and losing weight, if needed, as it's well known that healthy employees cost employers less in the short and long run.

Numerous resources may help boomers conduct a targeted career search. Following are a few:

U.S. Department of Labor Bureau of Labor Statistics Occupational Outlook Handbook, at http://www.bls.gov/OCO/. It lists leading occupations providing current information on hiring forecasts and salaries.

U.S. News & World Report, at www.usnews.com, runs an annual list of hit jobs and popular (and promising) occupations for boomer workers.

AARP, at www.aarp.org, provides a wealth of resources on jobs, careers and retirement planning for the over-50 population.

How to Recruit, Hire, and Retain the Best of Generation Y: 10 Workplace Issues Most Important to Gen Y

Experts have been warning employers for years about the impending brain drain as baby boom workers -- the heart and soul of many organizations over the last three decades -- leave corporate America in droves for retirements and re-careering options.

But with the gloom associated with the baby boomers' exit, comes the hope of a new generation of workers. Roughly the same size as the boomers, Generation Y is the foundation for the next three decades of employment and leadership.

So, what's the problem? It lies with the attitudes that Generation Y has to employment and work. Generation Y has been the most pampered and indulged generation. Growing up with the Internet and various technological gadgets, this generation is also the most tech-savvy and wired (or perhaps wirelessly connected) cohort. Their views of life and work are different from any others -- and if employers want to recruit and retain these people, strategies and policies and procedures will have to change.

There is no question that a paradigm shift is occurring in recruitment and retention -- with the most successful organizations already implementing changes to cater to this new generation of workers.

Besides obvious things such as using social-networking sites to recruit employees and offering a corporate career site that is interactive and engaging (like the Deloitte career site that offers grads videos on life at Deloitte), what else can employers do to help ensure that they will be able to recruit, hire, and retain Generation Y workers?

Here is a list of the 10 workplace issues most important to Gen Y job-seekers and workers:

1. Nurturing corporate culture. Gen Ys view having strong friendships with co-workers and bosses as extremely important to them. There is much anecdotal support of workers staying longer in jobs simply because they loved the people they worked with -- and did not want to leave them. Management styles must be Theory Y for Gen Y. Consider too a formal or informal organization-wide mentoring program.

2. Job flexibility. Gen Ys not only want flexible hours and schedules, but remote work options because of their perception of the never-ending intersection of work and life. They see themselves doing work everywhere -- except in a cubicle. Jobs must be designed to accommodate these workers personal lives -- not the other way around.

3. Challenging work. Gen Ys, more than any previous college grads, are graduating college with a dynamic mix of academic and work experiences that have them positioned to contribute from day one. They are not interested in "grunt" jobs, or jobs in which they have to "pay their dues;" they seek challenging work from the start.

4. Professional and personal growth opportunities. Gen Ys value lifelong learning. They also tend to get bored easily and seek out new things. They want employers that offer tuition reimbursement, sabbaticals, and other growth opportunities.

5. Volunteering options. Gen Ys have been involved in service most of their lives and have a true commitment to bettering the world around them. Employers should develop organizational volunteering programs and options that allow workers to continue these efforts. Having an organizational culture that supports these values is essential.

6. Competitive salaries. Gen Ys -- especially younger ones fresh out of college -- have more debt (both student loans and credit cards) than any previous generation, and they demand a salary that not only recognizes their contributions, but also helps them pay down the debt. Some employers even have programs in place to help these workers pay off student loans.

7. Advancement opportunities. While Gen Ys are certainly not the most loyal bunch (but don't blame them -- blame those employers that downsized their parents), they do seek out employers that have a plan for their success. Employers should examine and create new ladders to guide younger workers through a steady progression in the organization.

8. Recognition programs. Gen Ys were raised in a bubble of constant praise and recognition from their families, and so this kind of constant reinforcement and recognition is something they expect. But please, no Office Space "flair" programs; instead, implement authentic work recognition programs.

9. Business casual. Gen Ys, as a whole, have more tattoos and piercings than any previous worker cohort -- and that personal style also applies to how they dress and how they want to dress for work. While they can look great in business suits, many prefer a work environment in which they can wear comfortable clothing that expresses their individuality.

10. Intrapreneurship programs. Study after study show that Gen Ys have an extremely strong entrepreneurial focus -- with many planning to start their own businesses (partly so that they can control their own fate). Employers can retain workers longer -- while leveraging that entrepreneurial sprit -- by developing incubator and intrapreneurship programs and opportunities.

Final Thoughts

Just as the work that is completed changes to meet the times, so, too, must the way we perform the work -- and Generation Y workers are some of the most independent-minded and tech-savvy workers employers have seen. Changing the way you do business -- and the way you manage, recognize, and reward your employees (including the mix of benefits and perks you offer) -- is essential not only to your success in recruiting and retaining Generation Y workers, but to the organization's future success as well.

by Randall S. Hansen, Ph.D.

Perception vs. Reality: 10 Truths About The Generation Y Workforce

It's important to preface this article by stating that people are individuals and that while it is sometimes efficient for experts to place people into generational groups for analysis, in the end, even with certain common traits and behaviors, individuals must be judged on their own merits.

That said, as a new crop of college graduates hits the workforce, it's important -- both for the job-seekers and for prospective employers -- to read this article. For the college grads, it's helpful to understand how hiring managers and future co-workers may perceive them. For hiring managers, it's useful to cut through stereotypes and misconceptions about this generation.

Generation Y. The Millennials. The Tech/Net/Digital Generation. Boomlets. Echo Boomers. We've given this generation of people -- roughly those born between the late 1970's and the late 1990's and 72 million or so strong -- many names, but none so hurtful as the Entitlement Generation. They've also been called arrogant, self-centered, and possessing a short attention span.

This article, playing off the infamous Rolling Stone campaign, discusses 10 perceptions of Generation Y workers -- and then corrects or adjusts those perceptions with the reality behind each. Also included in each of the 10 misconceptions is advice for both employers and for Gen Y workers and job-seekers.

Perception: Spoiled/Entitled

Reality: To an extent, the folks in this generation do have a sense of entitlement, but it's not an entirely inherent personality flaw but partly the fault of Baby Boomer parents who coddled their children, constantly telling them how special they were and that anything they sought was possible, and rewarding them for every little thing, providing trophies and prizes simply for participating. These parents stunted their children's growth by proactively removing all obstacles and potentially negative experiences.

So, yes, on the surface Generation Y workers appear entitled.

The key for employers is approaching younger workers differently, providing constructive criticism that reflects confidence in them.

Generation Y workers must realize that their bosses are not going to be like theirr parents, and that part of growing as an employee is learning from past mistakes and accepting constructive criticism.

Perception: Lazy

Reality: Technology has allowed this generation to multitask and find shortcuts in achieving tasks. Texting, instant messaging, social networking, and Web surfing have all made Generation Y workers more competent, efficient, and productive (if not sometimes overwhelmed).

The key for employers is to accept that there may be multiple ways for workers to accomplish their tasks.

Generation Y workers may need to demonstrate that they are working just as hard as everyone else, but perhaps simply performing the job more efficiently.

Perception: Poor Work Ethic

Reality: Generation Y is the first generation to expect -- from day one -- employers to realize there is more to life than work. Just as many Baby Boomers are now discovering later in their careers, Generation Y sees work as a means to enjoy life -- and life comes first. They have a strong work ethic -- just not in a 9-5 sort of way. Generation Y wants work to be fun and flexible because the line between work and life is seamless. (In other words, there is no such thing as work-life balance because it's all just one thing.) Generation Y also follows a mantra of working smarter, not harder.

The key for employers is offering flexible work schedules, adjusting the belief that workers need to "put in the hours at the desk" to be effective, and developing a work culture that is pleasant and positive.

Generation Y workers may need to readjust some attitudes about work, especially for entry-level positions in which workers have traditionally been expect to work long hours to earn their due.

Perception: Little Respect for Authority

Reality: While some people refer to this cohort of people as Generation Why for a reason, it is not so much an issue of a lack of respect for authority as much as it is that this group has been raised by their parents to question everything and raise questions when they don't understand something. This generation is very independent and not afraid to challenge the status-quo. Many in Generation Y want a relationship with their boss like the ones they have with their parents. It's not that these folks have little respect for authority; on the contrary, they feel employers do not respect them.

The key for employers is realizing that asking questions can often lead to answers and solutions that are actually more efficient and effective. Unlike with any other set of workers in the past, employers must also provide more autonomy -- and trust Gen Y workers to complete the work.

Generation Y workers should learn to choose battles carefully, not question every single decision made, and give employers a chance to adapt to their style of work.

Perception: Too Self-Centered and Individualistic

Reality: This iPod Generation (named such because iPod commercials focus on individuality while selling the product to every Gen Y) works well in groups and teams -- especially with people their own age -- but they also have been taught the value of individuality and independent thinking. They see themselves as unique individuals -- not tied to any specific labels. And unlike any previous generation, these workers do not plan to let their jobs define who they are.

The key for employers is finding the right mix of individual and team projects that allow these workers to grow professionally.

Generation Y workers need to realize that almost all work will be some combination of individual assignments and teamwork with people of all backgrounds and ages.

Perception: Overinflated/Unrealistic Expectations

Reality: While this generation may be more anxious than others to rise quickly to the top, it's less about unrealistic expectations than it is about being better prepared for work than previous generations -- with perhaps a touch of the need for instant gratification thrown in. This generation also has no interest whatsoever in working in a cubicle -- not because it is beneath them, but because they feel advances in technology should let them be able to choose to work from home, Starbucks, or anywhere there is a Wi-Fi connection.

The key for employers is to redesign and rebuild some of the old career ladders that were destroyed with the flattening of organizations and greatly expand telecommuting and remote working arrangements. Gen Y workers need to see a progressive promotion path or they will move on to the next employer.

Generation Y workers should learn to pace themselves and gain the necessary experience and skills before expecting a promotion to the next level.

Perception: Not Committed to Work

Reality: This generation is the most educated workforce ever, and partly because of this level of education, Generation Y workers believe their work should have meaning. These folks quote from Office Space and have a mistrust of management. More than ever, these workers are seeking greater fulfillment and are only willing to work hard at jobs that provide it.

The key for employers is changing the way they view work and employees -- and it may also mean that to keep Gen Y workers, they may need to not only develop better jobs, but also consider strong corporate values and corporate volunteering programs. Employers also need to clearly show how the work Gen Ys complete directly impacts the organization's success.

Generation Y workers should conduct more research on prospective employers to find organizations that not only have meaningful career paths, but also share some of the same values.

Perception: No Loyalty to Employers

Reality: Because of more work experiences and greater education, Gen Y workers are simply more mobile, making it easier to move from one employer to another if they are unhappy with the work. They were also raised during a period of great downsizing and rightsizing, and many witnessed the grief and frustration their parents felt when being laid off -- and they do not want to experience that emotion. These are also some of the reasons why many Gen Y workers are diligently planning to start their own businesses.

The key for employers is to develop a stronger commitment to keeping employees -- even in bad economic times -- and also to do a better job in training and retaining workers, possibly including such benefits as sabbaticals, professional development opportunities, and other options for Gen Y workers seeking deeper fulfillment.

Generation Y workers should try to not be so skeptical about the motives of employers and learn to trust them more while continuing their professional development as a hedge against any downturns.

Perception: Lacking in Social Skills

Reality: Generation Y are some of the most social of any generational cohort; it's just that they communicate and socialize much differently from the rest of us.

The key for employers is to realize and accept that people communicate differently and to embrace the new techniques while also teaching the Gen Y workers that business sometimes still needs to use traditional methods of communication.

Generation Y workers need to use those excellent communications and diversity skills to learn to socialize and communicate with people of all ages and backgrounds.

Perception: Needy

Reality: Okay. The reality here is that Millennials are indeed pretty needy. Again, though, it's not really their fault as their parents basically trained them that mom or dad is just a phone call away. In fact, there are stories of Generation Y job-seekers taking a parent along for the job interview or to help negotiate the job offer.

The key for employers is to realize that this generation -- at least when they are new to the workforce -- need a bit of special care and handling. There's no way they can go months without a review; they need constant (and not too critical) feedback.

Generation Y workers need to realize that the reality of the workplace is that it's not like home or college -- and that they are expected to do an excellent job without always wanting praise and being told that how good their work is. Finally, Generation Y workers need to tell mom or dad that it's time to stay home so they can learn to fight their own battles.

Final Thoughts
In the end, of course, every person -- every worker -- is judged on his or her merits, not on generalities or misconceptions. Still, based on the research and anecdotal evidence, it may be a bumpy ride for both employers and Generation Y workers in the years ahead.

by Randall S. Hansen, Ph.D.

Are Your Work Friends Bringing You Down?

Guidelines for Workplace Friendships

Many studies over the past few years have shown that workplace friendships increase productivity, team morale and workers' overall job satisfaction; and since friends provide us with support, comic relief and a sense of belonging, it seems only natural that having friends at the office makes work more pleasant. Yet despite the many benefits, experts advise that workplace friendships should be handled with care, given that they combine workers' personal and professional lives.

"Workplace friendships can be a double-edged sword," says Irene Levine, a professor of psychiatry at New York University School of Medicine and author of TheFriendshipBlog.com. "Whether they are good or bad depends on the individuals and their roles. While relationships with colleagues can enhance creativity and job satisfaction, they should be approached with some caution. Some friendships fall apart and can make it very difficult to face your ex-friend each time you pass in the hall."

Who you associate yourself with in the workplace will also affect how your superiors and co-workers perceive you, says Helen Cooke, owner of Cooke Consulting, a human resources and organizational development firm. "We're all judged by the company we keep for better or worse," Cooke says.

Yet despite any potential pitfalls, it is possible to reap the benefits of having friends at work without wreaking havoc on your career. Here's how to set boundaries for your workplace friendships:

1. Keep your guard up, at least in the beginning

Though you may form an instant bond with a co-worker, resist the urge to share too much personal information right off the bat. "Approach a new friendship on the job slowly, being cautious to not get too involved too soon," Levine says. "You want to give yourself sufficient time to build trust and really get to know your co-worker before you spill intimate details of your life. So, for example, you might want to start out sharing coffee breaks or lunches before you spend a long weekend prowling bars together. Or you may want to talk about sports and politics before you talk about your personal life."

Levine also cautions workers who are new to a job: "This is a time when you need to keep up your guard up a little bit, because you may be getting too cozy with the office buffoon," she says. "While you should be friendly, keep your relationships on a superficial level until you get to know the workplace and the cast of characters."

2. Keep the in-office socializing to a minimum

It's fine for the two of you to take lunch breaks together, sit together in a meeting, or go for mid-afternoon coffee once in a while, but don't spend an hour a day sitting on each other's desks and rehashing the weekend gossip.

"If friends get too involved in workplace dramas -- for example, an office crush, a mean boss, ganging up on a co-worker -- this can undermine productivity," says Susan Shapiro Barash, author of "Toxic Friends: The Antidote for Women Stuck in Complicated Friendships."

Indeed, says career and etiquette expert Sandra Lamb. "Office friendships are a balancing act. To properly maintain them, it's best to keep them fairly low-profile, and agree with your work friend to do most of your get-togethers outside the work environment," she says. "That prevents the accusation that you're involved in too much socializing at work--a reflection on your productivity. My advice is to keep [the friendship] primarily out of the office."

3. Be careful with reporting relationships

If you count your boss as one of your best friends, take note: "When there's a reporting relationship between two individuals, it's particularly important to build in agreed-upon boundaries so that others don't feel there's any unfairness or preferential treatment," says Helen Cooke, owner of Cooke Consulting, a human resources and organizational development firm.

Even if your boss was the best man at your wedding, try not to flaunt your close relationship in the office. When it comes time for recognition or a promotion of your own, you don't want your co-workers thinking it was all due to your friendship with the higher-ups.

Additionally, says Cooke, if you and a work friend started out as peers and one of you gets promoted, new boundaries must be set that reflect the reporting relationship. "For example," she says "You and I were peers on a team of five and known to be 'tight.' Now you've been promoted. While you can still be yourself with me and we can talk about our hobbies and weekends, you need to not complain to me about another member of the team -- even if that IS how you would have behaved in the past. While we're all entitled to having a trusted colleague with whom we can vent, if that trusted colleague is one of your direct reports that is unfair and dysfunctional."

The bottom line, Levine says, is to "never forget that you're primary focus has to be on your work, which means you may need to set boundaries with your co-workers about how much time you can spend schmoozing. Just as importantly," she says, "You need to respect the boundaries drawn by your co-workers, even if they aren't explicit. For example, if you see someone turning to their computer or looking at her watch while you are talking about your date last night, they may be signaling that they really want to get back to work and you've outworn your welcome."

By Kaitlin Madden