working after 50: managing a healthy ageing workforce

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Working after 50: managing a healthy ageing workforce Matt Flynn Stephen McNair

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Working after 50: managing a healthy ageing workforce. Matt Flynn Stephen McNair. Written in partnership between HWL, CROW, CIPD Based on discussions with HR practitioners in Edinburgh, Gloucester, London Discusses good age management practice and provides the business case - PowerPoint PPT Presentation

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  • Working after 50: managing a healthy ageing workforceMatt FlynnStephen McNair

  • Written in partnership between HWL, CROW, CIPDBased on discussions with HR practitioners in Edinburgh, Gloucester, LondonDiscusses good age management practice and provides the business caseFocuses on Health & Well-being; Skills and Training; Recruitment; Flexibility; Performance Management

  • Next stepManaging an ageing workforce in small and medium sized enterprisesMost older workers work for SMEsSMEs manage big HR issues differently from large onesBig questionsDo small businesses see older workers as a resource?How do they resolve age issues at the individual and workforce level?Where do SMEs go for advice and support?

  • ContextAging population rising life expectancy and falling fertility big gap in 40sGovernment is incentivising working longerMany people would like to work longer and are capableOlder peoples participation has continued to rise despite recessionMany older workers have caring responsibilities for older relatives, children, grandchildrenA significant group of highly qualified older people choose to downshift to less stressful rolesEmployers need to plan to manage and motivateAbolition of DRA means people can only leave voluntarily or by dismissal

  • Why employers need older workersRetain skills and knowledgeTackle skills and labour shortagesMentoring younger workersTwo challenges:Make effective use of existing older workersMake better use of the pool of unemployed/ inactive older people

  • Three kinds of older workersA lot of older people want to work longerWith age the older workforce profile changes, as the less motivated drop outThere are three groups motivated to continue: A large group who have found a niche which offers high job satisfaction and securityA second group are much more anxious, stressedA large group are unemployed/ inactive and would like to work (many with good qualifications and experience)

  • Older workers in general are more likely to reportWorkload about rightWork-life balance is goodSatisfied with their jobsPlanning to retire after 65 (or not at all)Trust their managersAre treated with respectAre consulted about changeWould recommend their firm to a friendBut are pessimistic about the chance of changing job

  • Older workers in general are less likely to reportExcessive pressureLooking for a new jobConfidence in finding another job if redundantWorry about the futureBeing in firms affected by the recessionRising stress and workloadFormal performance reviewFeedback/ recognition of good performance

  • Why older workers choose to work longerIntrinsic interest of the work, or a missionUsing skills and knowledgeSocial and structure to lifeMoney

  • Who are the people motivated o stay?30% of all workers report (higher for older workers):No excessive pressure (up to twice a month is OK)Good work-life balanceOverall satisfied with jobThey are more likely to report:Management with clear vision and commitment to organisationConfidence in managersThey are treated fairly and their work is valuedThey feel trusted, respected and consulted by managersSupport with problemsManagers initiate trainingThey are less likely to be considering changing jobsThey are likely to want to work much longer

  • Managing a healthy ageing workforce: Five Topics

  • Health and WellbeingWide variety of health and ability amongst older workers (no uniform pattern)One third of older inactive (not registered unemployed) would like to work/one third of inactive work with a disabilityStress highest in mid-career; job insecurity highest at peripheryJob insecurity can be as bad for health as job lossJob control, autonomy, manageable workloads associated with good health

  • Skills and TrainingSkills shortages are widespread, and skills demands are rising, raising demand for some older workersOlder workers less likely to have (current/ any) formal qualifications which are valued by employersOlder workers are unlikely to consider themselves to have a training needLearning can build on rather than replace experienceOlder workers have an important role in mentoring and sharing knowledge

  • RecruitmentAge discrimination is unlawful, but very common in recruitmentManagers perceive older workers as having unrealistic expectations in earnings and/or statusThe chances of returning to work after redundancy over 50 are very low, regardless of qualifications and experience Employers can do more to develop the talent pipeline, especially for older people considering changing career directionRecruitment agencies can be part of the solution

  • Flexible workingThe most frequently requested form of change (after 65 the majority are working part-time)Informal flexible work arrangements more common than formal arrangements (flexitime, part-year, job sharing)Organisational benefits (reputation, flexible firm)Restricts career progressionMore acceptable to general workforce if universal not just for special groups

  • Performance managementDifficult conversations are difficult (but necessary)Formal and informal performance management both matterPathway to better working livesOlder workers are less likely to receive feedbackRelationships, and trust are criticalSome younger managers find it difficult with older employees

  • ConclusionBusiness case for age diverse practicesEmployers see the benefit on an individual basisOlder workers want extended quality workEmployee-manager relationship criticalSome workers being left behindLow Skilled or No SkilledUnchallenged or UnmotivatedDisplaced and Unemployed

  • Thank you!Our guide: www.healthscotland.com/uploads/documents/18202-ManagingAgeingWorkforce.pdfCIPD/TUC Age Diversity Guide: www.tuc.org.uk/extras/managingageguide.pdfCROW: www.agediversity.orgFacebook: www.facebook.com/agediversityTwitter: www.twitter.com/agediversity

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