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Employability of an

Ageing Workforce

Dr. Gerlinde Ziniel Dr. Gerlinde Ziniel

European Foundation for the Improvement ofEuropean Foundation for the Improvement of

Living and Working ConditionsLiving and Working Conditions

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Aims and objectivesAims and objectives

• Document current measures and initiatives in 200 organisations in the EU 27 to improve the employment situation of older workers

• Identify factors influencing the success and sustainability of initiatives

• Review lessons and formulate guidelines for good practice in age management

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ProductsProducts

http://www.eurofound.europa.eu/

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What is good practice?What is good practice?

Good practice in age management is defined as those measures

that combat age barriers and/or promote age diversity.

These measures may entail specific initiatives aimed at particular dimensions of age management.

They may also include more general employment or human resources policies that help to create an environment in which individual employees are able to achieve their potential without being disadvantaged by their age.

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Dimensions of age management practiceDimensions of age management practice

Job recruitment

Learning, training and lifelong learning

Career development

flexible working time practices

Health protection and promotion, and workplace design

Redeployment

Employment exit and the transition to retirement

Comprehensive approaches

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Case study examplesCase study examples

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Germany, Continentale – InsuranceGermany, Continentale – Insurance

About 3,000 office-based employees work for Continentale and approximately 50% of these are women.

About 21% of the staff is aged over 50 years. The various company departments, however, present quite different age structures.

Longevity risk Change of national retirement age and early exits. Measures: active@work project (Alternative work

arrangements, mixed teams, managing stuff turnover, etc).

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Netherlands, Siemens – Electrical Netherlands, Siemens – Electrical

Company employs a total of 460,800 people worldwide, including 124,000 women, who represent about 27% of its global workforce.

Compass process applies to all staff members of Siemens AG Germany aged over 40 years – promotion for mixed teams.

Siemens Nederland is the Dutch branch of a large German electronics company.

3,448 employees with the following profile:35% are aged over 50 years; 17% are women; 51% are educated to lower secondary vocational education or senior secondary vocational education levels.

Time-Optimised processes (TOP) project

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Czech Republic, Škoda Auto - MotorCzech Republic, Škoda Auto - Motor Škoda Auto a.s. is one of the biggest employers in the Czech

Republic and one of the most successful developing Czech companies. Since 1994, Škoda Auto has been part of the German Volkswagen group (VW AG).

23,000 workers, of whom about 9,000 work in skilled jobs Pilot study which aims to revitalise middle management using

workers aged 50 years and over. It is also involved in developing a policy for human resources (HR) staff who are preparing for the increasingly pertinent issue of an ageing workforce.

Human resources management (HRM) encompasses three main areas: HR development, efficient personnel management, and personnel services, including wages, social services and catering

Cooperation with retired workers, mixed aged teams, new jobs for older workers.

Third Career project – co-financed by ESF and Czech government.

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Benefits of age management measuresBenefits of age management measures

Raise of the workforce’s overall skills level and capacity for innovation.

With older employees on the payroll, younger staff see greater potential for career. development: their motivation increases as a result, as does their respect for the performance of their older colleagues.

Improvements in the quality of an organisation’s products and services.

In many organisations, the involvement of older employers ensures the maintaining of skills levels and the potential for professional development and internal transfer.

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Success factors for age management Success factors for age management in organisationsin organisations

Age awareness

Supportive national policy framework

Management commitment and competence

Careful planning and implementation

Cooperation of all parties concerned – age awareness

Evaluation, assessment of costs and benefits

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ConclusionsConclusions

Need for a comprehensive and coordinated set of policies – acknowledged but only partially implemented

Integrated approaches are possible and worthwhile – need to extend awareness and commitment

Policies must consider the whole of working life – working, learning and caring over the life course – but how to operationalise

Rethinking of pensions - but also disability and rehabilitation schemes

The new Member States pose a special challenge for giving priority and particular attention to older workers

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THANK YOU!