7. Employability - Seeking Intergenerational Solutions

Seeking Intergenerational SolutionsImproving Awareness and providing strategies from European projects

19th March 2014macroberts Art Centre, Stirling, Scotland

Objectives of the session

"In times of change, the ‘learners’ will inherit the Earth, while the 'knowers' will find themselves beautifully equipped to deal with a world that no longer exists.” Eric Hoffer, 1902 - 1983

1. To bring together key stakeholders to ‘learn’ about the different projects and results

2. To provide a ‘space’ for ‘reflection’ on how these issues affect your organisation

3. To offer potential ‘solutions’ and strategies that can assist with greater generational diversity in the workplace

An ‘Ageing’ Iceberg

Ageing Workforce

What we know

Demographic change

Population Change


Ageing Workforce

What we know

Demographic change

Population ageing

Population Ageing

Age distribution of the working age population (15-64)

Source: Analytical support in the setting of EU employment rate targets for 2020


Ageing Workforce

What we know

Demographic change

Population ageing

Below replacement fertility

Changing FertilityTotal Fertility Rates, 1960 -2060

Source: European Commission 2012 Ageing Report


Ageing Workforce

What we know

Demographic change

Population ageing


Reduced mortality rates

Reduced Infant Mortality

Infant mortality, 1996 and 2011

Source: European Commission/Eurostat, 2012


Ageing Workforce

What we know

Demographic change

Population ageing


Reduced mortality ratesIncreasing life expectancy

Life Expectancy – Men

Projection of Life Expectancy at 65 (men) EUROPOP2010


Life Expectancy - Women

Projection of Life Expectancy at 65 (women) EUROPOP2010



Ageing Workforce

What we know

Demographic change

Population ageing


Reduced mortality ratesIncreasing life expectancyIncreasing dependency ratios

Economic old age dependency ratio

Effective economic old-age dependency ratio



Ageing Workforce

Changing Mind-sets

What we know Changes

Societal attitudes

Demographic change

Population ageing


Reduced mortality ratesIncreasing life expectancy

Health

Financial security

Individual AspirationsFamily structures

Increasing dependency ratios

Employer views and attitudesAge-related policies and government support

Of Individuals Policy changes will see individuals working

longer and later in life

A real need to rethink retirement

Post-industrialisation means that physical job demands have changed

Learning and skills development is important for continual workforce participation

Of Employers

Moving away from redundancy programmes that target older employees “For the economy, at a time when increasing productivity is

vital for boosting economic growth, the loss of valuable experience and expertise that our older workforce possesses could be severely damaging” (Tinsley, 2012)

Dispelling common myths and stereotypes of older employees “Older workers suffer mainly from discrimination due to

expectations of withdrawal from the labour market, assumptions about health, assumptions about vitality and about competence” (Metcalf and Meadow, 2006)

Improving generational diversity may lead to improved productivity and performance

Important for business?

Ford ‘Third Age’ Suit

“We developed this suit to show our engineers and designers what it feels like to be an older person”

Dr Achim Lindner, Physician at the European Ford Research Centre

The target market is ageing

Most headroom of any car in its class Lower door ‘lip’ to allow easier

access and seats are higher Higher suspension to make it taller Handles on the door pillars to assist

entry Larger fonts and dials on the

dashboard Relocation of ignition to assist those

with joint problems

Of Policy Makers

Unsustainable welfare systems and health services

Major economic consequences of inaction – unprecedented economic burden on the working age population

Achieving the employment rate target of 75% outlined in the EU2020 Strategy will be impossible to achieve

Consequences of inaction: economically; politically; ethically; culturally

SILVER Project

Successful Intergenerational Learning through Validation, Education & Research

SILVER Project - Who?

THE BUCHAREST ACADEMY OF ECONOMIC STUDIES

Project Duration: Nov 2011 – Oct 2013

Funded by: European Commission Lifelong Learning Programme (Grundtvig)

Why?

Problems associated with Ageing Workforce• Alienation and exclusion from lifelong learning and development• Underutilisation• Early retirements• Loss of critical knowledge

What?

• Preliminary studies show that IGL might be an effective way to solve parts of the problem

• IGL is the process of knowledge building, innovation and knowledge transfer that takes place through lifelong learning

• Allows organisations to prosper from the knowledge of all generations in the workplace

• Provides alternative opportunities to access non-formal and informal adult education

• Previously unexplored field

How?

The SILVER project developed a toolkit to

help organisations maintain and develop

capacity by utilising the knowledge and

capabilities of older (55+) workers. The toolkit

is essentially a flexible system comprised of

workshops and other materials that stimulate

learning between the generations (IGL).

Toolkit Testing

• Tested over a three month period• Six countries• Variety of sectors – higher education, health, IT,

government, infrastructure• 40 organisations – Network Rail, Scottish Power• Feedback was gathered from testing phase and toolkit was

further developed and improved• Final version

Testing

Three main areas were tested:

1. Stakeholder Awareness Program that

helps HR professionals to pave the way for

introducing IGL.

2. ‘Doing IGL Toolbox’ which includes a range

of workshops and a training manual .

3. Web-based game for illustrating the key

benefits of IGL.

Stakeholder Awareness

• Research indicates that IGL is successful when key staff have a Optimum Level of Awareness

• Identify Stakeholders and their current Level of Awareness of IGL

• Questionnaire tool or interview is used

4 Levels of Awareness

Level 1 – Awareness of demographic change in the country or sector

Level 2 – Aware of the effects of demographic change within the organisation

Level 3 – Aware of the benefits of consideration of age-related issues and the needs of various generations within the organisation

Level 4 – Awareness of the benefits of IGL for the organisation and the barriers and stimulators for IGL within the organisation.

STAP Campaign – select appropriate STAP Tool

• Mass Media – brochures about the benefits of IGL, creating a blog on the company’s website with a weekly topic from the field of demographic change and IGL with employees as contributors

• Personal communication – workshops to reduce age-related prejudices, social events such as ‘Generation Days’ (with talks, food, games, competitions)

• Education – Study trips to organisations who have implemented IGL successfully

• Advocacy/lobbying – Nominate ‘ambassadors for IGL’ (with specific responsibilities)

DIGL – Doing Intergenerational Learning

Type of IGL Problem it helps solve Investment needed

Intergenerational and reverse mentoring Prevent knowledge and competence loss; stimulate knowledge creation and innovation.

Moderate to high

Intergenerational teams Prevent knowledge and competence loss; stimulate knowledge creation and innovation.

Moderate to high

Intergenerational Knowledge Capturing Prevent knowledge loss Low

Trainings and Workshops Prevent knowledge and competence loss; stimulate knowledge creation and innovation.

Low

Doing Intergenerational Learning

• Identified two companies to be involved in testing process

• Network Rail – Mentoring and Teams• Scottish Power – Mentoring• Training Session on IGL• Log Book for recording observations• Pilot process for 3 months• Follow-up meeting

DIGL – Doing Intergenerational Learning

• Material developed for each of the 4 types of IGL (Mentoring, Teams, Knowledge Capturing and Workshops)

• Management Brief – background information• Trainers Guide• Toolkit – objectives, activities, guide to running

activities, resources• Evaluation materials• Research-based evidence

Workshop – Introduction to Implementing IGT’s

• Requirements of using the tool e.g. at least 8 people in the group, materials needed

• When the tool is appropriate• Exercises and how to conduct them• Learning point • Critical success factors• Evaluation tools

Who are we talking about?

• “They are always so opinionated. They think they know it all.”

• “I hate the way they drive. They are a menace on the road.”

• “They are very loyal employees.”• “Don’t hire them, you can’t depend on them.”• “They can’t adapt to new technology.”• “They are always taking sick days.”

• Four generations in the workplace ?

Intergenerational Teams

Millennial/Gen Y

Gen X Boomers Silent Generation

Born after 1980

Born between 1965 - 1980

Born between1946 - 1964

Born between1925 - 1945

Older Workers

Negative Perceptions

• Reluctant to learn• Lower productivity• Prone to ill health• Less adaptable to

technological change• Resistant to management• Uninterested in career

progression

Reality

• Lack of encouragement restricts participation

• Experience – retention of corporate knowledge

• Reliable • A strong work ethic• Loyal employees

Younger Workers

Negative Perceptions

• Less committed than older workers

• Unreliable• Poor timekeeping

Reality

• Younger employees tend to be energetic

• Adaptable and open to new ideas

• Enthusiastic and willing to learn

• Written word• Email• Text• IMS• Phone• Face to face

Communication and language differences

1. What are the benefits to you?

2. For your organisation?

Why set up Intergenerational Teams?

• IGT’s are created using workers of different generations in order to draw on each team members’ specific knowledge, skills and experience.

• They work because they are about the formulation of common objectives and are cooperative rather than competitive.

Intergenerational Teams

Web-based Game

A simple game which can be used

to raise awareness of the benefits of

Intergenerational Learning.

Available at www.intergenerationallearning.eu

http://www.intergenerationallearning.eu/

Conclusions

• Evidence suggests that IGL is an effective

method of dealing with some of the effects of the

ageing workforce

• Benefits include, knowledge transfer, increased

capacity to innovate – working together more

effectively, mutual trust and cooperation, reverse

mentoring

• Create cultures that are open to IGL among the

workforce

• IGL should form part of a comprehensive

approach to Age Management that pulls together

all the dimensions of age management

LIKE

Learning through Innovative management concepts to ensure transfer of Knowledge of elderly people

About LIKE

Project Duration: Oct 2011 – Sep 2014

Funded by : European Commission Lifelong Learning Programme (Grundtvig)

Lifelong Learning Research Institute – Athens

Partners – UK, Greece, Sweden, Poland and Spain

Project Aims

• To develop new approaches for combatting age barriers in employment

• To promote the adaptability of the older workforce to the changing business environment

• To develop age management business concepts in favour of participation, performance and productivity of older workers

Fulfilling Company Potential

A Model for Enterprises on Age Management

Recruitment & Retention• Adopt age neutral recruitment and selection practices e.g. ensure qualified staff

carry out interviews, selection process focussed on skills and not age

• Examine induction policies

• Make it clear to all that older workers are valued

• Potential benefits – recruiting older staff can raise general skills level of the company, leads to intergenerational knowledge transfer, productivity and innovation can be increased, greater age diversity, improve corporate image


Learning and Development• Training and development meets the needs of the individual and business

regardless of age

• Intergenerational knowledge transfer – mixed age teams, mentoring is promoted

• Employers take steps to understand the challenges and barriers faced by older workers

• Cost- benefit of investing in older workers

• Potential benefits – increased skills level and capacity for innovation, quality improvement, improved motivation and flexibility, intergenerational knowledge transfer


Health Protection & Promotion• Finnish concept of Work Ability – encourages employees to consider their

current ability to work and look at ways to improve future work potential

• Research has shown that a decline in work ability can be slowed down or halted with the correct interventions

• Health checks, ergonomic workplace design, health promoting working time arrangements

• Potential benefits include high levels of job satisfaction, motivation, reduced sickness absence


Exit & Transition to Retirement• Pre-retirement advice should support transition from work to retirement

• Flexible form of transition which allow a phased approach to retirement

• Potential benefits – succession planning carried out strategically, intergenerational knowledge transfer, enhance corporate image, utilise skills of retired staff


Flexible Working• Key to successful flexible working is effective communication with staff

• Ensure business requirements are not compromised by introducing a range of flexible working opportunities

• Potential benefits – positive effects on staff health and motivation, optimal utilisation of staff, reduced absenteeism, rise in productivity, encouraging delay of retirement


Career Development • Communicate a message that opportunities exist regardless of age and staff

have an equal opportunity for progression

• Potential benefits – continual development of skills, qualifications and experience, motivation, commitment, flexibility and productivity, reduction in early retirement as a result of career dead-ends, avoids critical knowledge loss


Redeployment• Managed properly redeployment can re-energise and re-motivate older workers

• Potential benefits – reduced workload and pressure on individuals, constant or improved productivity, reduced sick leave


Comprehensive Approach• Pulls together all dimensions of the age management strategy

• A holistic approach will have greater impact

• Capitalise on abilities of older workers and help address some of the problems associated with ageing workforce

• Potential benefits – steam-lined HR strategy, greater acceptance by staff and management, more permanent effect

What strategies could your business use to meet the challenges of demographic change?

Thank You

7. Employability - Seeking Intergenerational Solutions

Education

Transcript of 7. Employability - Seeking Intergenerational Solutions