notice the potential utility in encore workers values, that is, what it meant for the organization. For example, one manager reported that encore workers were "reflecting on values, the meaning of life and often quite happy to work for organizations... [with] a values base". However, some managers drew on ageist stereotypes in their descriptions and expectations of older workers. "We have no interest in people who won't grow," one said. Both managers and workers identified challenges in organizational structures and processes, for example, in the recruitment process writing a CV and managing job interviews. One former forestry worker talked about the inability to "sell" himself. The findings showed encore workers rather than organizations were largely held responsible for currency and up-grading. RD: There was a difference in how men and women viewed encore careers . . . MS: The difference was more complex than simply between men and women. Women and older men (over 65 years of age) tended to focus on the meaningful aspects of encore careers, those that lead to self-fulfillment and enhanced identity. Younger men (55 to 60 years of age), on the other hand, tended to focus on the productive and useful aspects of encore careers, those aspects that use experience, maintain currency and provide the necessities of life. RD: You argue encore careers can be a trap. How so? MS: Encore careers become a trap when work becomes a "must" for older adults, and society expects older people to remain in the workplace. Older adults