The look of Australia's workforce is changing. It's not the same thing as it was 20 years ago. Where young men were the main workers and older people and women worked with their children (Nankervis et al. 2006, p.54). Nowadays, the number of elderly people has increased significantly, which affects the workforce and poses new challenges for human resources. The new implications that human resources must face are an appropriate distribution by age, keeping former employees on the job as long as possible and avoiding generational conflicts. Also combine the experience of older employees with the knowledge of new technologies of younger ones. All this can be achieved through proper human resource strategies, which will benefit organizations and employees. Due to the aging population, women are entering the workforce and their numbers are increasing every day. But there are still old-fashioned perceptions about female employees that appear in organizations. (Tohey et al. 2009). Therefore, human resources must adapt to these changes by eliminating the gender pay gap, increasing the number of women in management positions and avoiding gender selection. This will help eliminate gender, increase organizational productivity and increase employee loyalty. Today, population aging is a common challenge facing workforce and human resources managers in developing countries. This affects human resource strategies and practices (Nankervis et al. 2006, p.54). One of the problems linked to the aging of the population is the unequal proportion of retirees compared to the reduced number of young employees who replace them. This creates a high number of unemployed people in the future (Patrickson & Ranzijn, 2006). Therefore, we are currently working... middle of article...... Focusing on gender similarities in senior management job experiences, a study from an Australian bank establishes the case. Equal Opportunity International, Vol. 27, No 5, pp.433-454.Burgess, J., Strachan, G. 2005, Integrating work and family responsibilities: policies to increase women's participation rates. Just Policy, n° 35, pp. 5-12. Patrickson, M., Ranzijn, R. 2006, Workforce Aging: the challenges of 21st century management. International Journal of Organizational Behavior, Vol. 10, pp. 729-739.Dohert, L., Stead, L. 1998. The gap between men's and women's salaries: what does the case of hotels and restaurants tell us?. The Service Industries Journal, Vol.18, 126-144.Davidson, MCG, McPhail, R., Barry, S. 2011, Hospitality HRM: past, present and future. International Journal of Contemporary Hotel Management, Vol.23, No.4, pp. 498-516.