As demographic changes and new labor supply requirements develop in the years ahead, older workers are sure to become even more important to employers and to society as a whole. To date, most employers have just begun to formulate policies to manage an aging work force in a changing economy. Some firms, however, have begun to respond pragmatically to the realities of an aging society through the development of new policies and innovative programs designed to remove many of the potential barriers to older workers' participation in the labor force. Such firms have begun to work with other corporations and with community organizations to develop alternative work arrangements, provide appropriate benefits and compensation, offer education and training, initiate marketing and placement services, ease the transition to retirement, and encourage new employment opportunities for older workers outside the corporation. To meet the many challenges posed by an aging labor force, business must develop an increased recognition and understanding of the capacity of older persons to participate in the work force and must be willing to respond boldy to new demographic and work force realities. This report: describes practical management objectives for using older workers, outlines key changes underway that make older workers an increasingly important issue for corporations today, analyzes potential barriers to using older workers, reviews specific employer initiatives to promote employment opportunities for older workers, and suggests some broader coprorate strategies regarding older workers. (MN)