Because of the aging of the labor force and legislation designed to keep older workers on the job, employers will have to deal with increasing numbers of older workers. For this transition to be as smooth as possible, employers must first overcome age-related stereotypes that have taken hold since the 1930s. Dealing with older workers involves two conflicting philosophies: that of "depreciation," which views the employee as an asset with a decreasingly productive work life, and that of "conservation," which sees a person's value to the organization as developing gradually and, if possible being maintained at a high level to the end of his or her career. Career management can be the first level of defense against three common problems: career burnout, plateauing, and obsolescence. Training needs can be identified by organizational analysis, task analysis, and personal needs analysis. Effective training and development programs can be designed by building long-range plans, reviewing performance appraisals, and surveying traning needs. Programs offered by companies may include scientific and technical training, management development, training for production and administrative employees, informal training approaches, and retirement preparation. Older employees need to be motivated by building their self-confidence. Instructional techniques include preparation of the learner, presentation of material, performance try-out, and follow-up. Challenges include designing effective performance appraisal systems, integrating career management, providing comprehensive training and development, offering tuition assistance, providing training information, offering alternatives to full retirement, and keeping employees posted on workplace expectations. (ABL)