WorkAge_presentation_Julie Kitching 23.11.2012

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Człowiek – najlepsza inwestycja
WorkAge Project
Experience in working with
companies in the United Kingdom and
participants in Poland, Age
Management in the United Kingdom.
Julie Kitching
Sue Newton-Brown
Projekt współfinansowany przez Unię Europejską w ramach
Europejskiego Funduszu Społecznego
Focusing on older workers
The ageing and shrinking of the EU workforce over the next two decades
calls for a new approach to managing ageing, both in the workplace and in
economic and social policy terms.
The working population is getting older
Employers will have more older workers to recruit and manage and
fewer younger workers. There are currently 20 million people aged 50
and over in the UK. By 2030 this figure is expected to reach 27 million
- an increase of 37 per cent.
People are working longer
Increased life expectancy combined with shortfalls in pension provision
mean employees are retiring later. Current UK estimates from the
Office for National Statistics for female life expectancy at birth are 82.3
years and 78.2 years for men.
Overview of UK Population
There are well over 21 million
people aged 50 years and
over, over a third of the total
UK population.
During January-March 2012,
there were 7.4 million people
aged 50-64 in employment and
0.9million people aged 65 and
over (an employment rate of
65.5% and 8.7% respectively).
18.1% of employees in the UK
aged between 50 and retirement
age have received job-related
training in the last four weeks, as
opposed to 25.8% aged 25-34 and
38.7% aged 35-49.
There has been a trend of people
leaving the workforce (presumably for
retirement) later. For men, the
estimate of average age of
withdrawal increased from 63.8 years
in 2004 to 64.5 in 2009. For women,
it increased from 61.2 years in 2004
to 62.0 years in 2009.
The WorkAge project is funded via the Innovation Transnationals and
Mainstreaming Unit under the Demographic Change call October 2008 and
commenced July 2009.
The project operates within North Yorkshire, West Yorkshire and the Humber
regions and is targeting the following groups:
• Unemployed/inactive individuals aged 50 and over
• Employers that are currently, or are intending, to restructure their business
(e.g. anticipate the need to make redundancies)
• Employed individuals aged 50 and over who may be at risk of redundancy
• Agencies with a remit to support older individuals (unemployed & employed)
and employers that are restructuring.
The overall aim of the WorkAge – Extending Working Lives project is to
promote the concept of age management in Yorkshire and Humber to both
prolong the working lives of older individuals and support employers to
ensure that they retain the skills, experience and knowledge of older
employees in the labour market in these challenging economic times.
This is being achieved through:
• developing and piloting new, as well as adapting existing, employer age
management tools
• building a bank of good practice resources that employers can utilise
• developing and piloting tools to support older unemployed individuals
through all stages of the entry to employment journey
• developing and piloting tools to support older employees at risk of
redundancy, to further develop their skills and actively match these skills to
those being sought by employers, supporting their re-entry or retention in
employment.
The WorkAge project has had a number of partners with specific expertise
in a range of areas which have supported the project over its duration. Partners
have conducted in-depth research and deliver a wide range of projects in their
own areas of expertise in supporting older workers and / or employers:
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Fair Play Partnership
York College
The Back to Work Company
Bavidge Consulting
Worklink
The Prince’s Trust Initiative for Mature Enterprise (PRIME)
The Older Workers Employment Network (OWEN
Unionlearn Yorkshire and Humber.
WorkAge Steering Group includes representatives from key regional
policy makers and influencers, as well as experts in issues regarding
age:
• Age UK Yorkshire and Humber
• Future Years - Yorkshire and Humber Regional Forum on Ageing
• Business Link – support for 50 plus team
• Yorkshire Forward
• Job Centre Plus
• Skills Funding Agency
Outside of the UK the WorkAge transnational partners have brought
additional knowledge, expertise and resources to the project:
• Equality Foundation – Hungary
• Inwestor – Poland
The key to the success of the WorkAge project has been the
ability to respond effectively to the needs of individuals and employers.
Support for individuals includes a wide range of workshops, one-to-one
coaching email and telephone support and regular newsletters.
Workshops and tools include:
• Skills Assessment Tool
• Self Employment programme – developed and cascaded by PRIME
• Confidence Building programme
• Employability Skill - recruitment processes, competency frameworks,
job search, application and interview skills and simulated interview
practice.
The project developed the following key tools to support for employers:
• Age Driver – reviewed and updated
• Age Audits
• Age Management Programme – suite of age management workshops and
resources; recruitment, employment, employee development and
communications, flexible working, phased retirement
• Suite of workshop and resources to support with restructure and redundancy,
(in addition to those above); change management, positivity, conflict handling,
negotiation skills.
Achieving results
The project position as at the conclusion of the original contract, in May 2012.
Individuals
The project had exceeded top level engagement and support targets with 460
participants aged 50 and over supported against a target of 315 participants with
21% of this group having a disability (target 20%). 408 of the participants were
unemployed or inactive against a target of 240 participants.
Into work achievements saw 70 participants (target 79) achieving sustained
employment post intervention with 150 participants (target 69) moving into
education, training, skills and further employability programmes. 24 participants
(target 9) becoming self employed and 25 participants (no target set) moving into
volunteering opportunities.
Employers
As of May 2012 the WorkAge project had engaged with and supported 43
employers against an overall target of 37. These employers have participated in a
wide range of interventions, with a specific programme activity designed for each
employer.
The business case for age equality
Being fair to all your workers, regardless of age, may help you to tackle the
issue of skills shortages. When an older worker retires you will no longer
have the same conveyor belt of younger workers to replace them.
Research shows that older workers generally:
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have lower levels of staff turnover
have a broad range of skills, experience and ideas to offer
can be as productive as younger workers
have fewer accidents and lower levels of short-term sickness
are as successful in training as younger workers and can help to
mentor new starters.
Research shows that younger workers generally:
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understand technology better than anyone else
are not afraid to change jobs
are not afraid of working with older people
understand the need to balance work life with personal life
are not intimidated by people who are different from them.
Strategies to promote age management:
• challenge the stereotypes about older and younger people at work
• be positive about age and value the contribution every individual can
make
• anticipation of career evolution
• development of skills and qualifications and access to training
• transfer of knowledge and skills and development of mentoring
• management of the end-of-career phase and of the transition
between work and retirement
• improved working conditions.
Effective employment practices will lead to:
• a wider pool of job applicants which increases the likelihood of
recruiting the best person for the job
• improved retention leading to savings in recruitment and
retraining costs
• enhanced motivation and loyalty due to an inclusive
management approach.
One of the biggest changes people face at work is retirement. In the UK
The Employment Equality (Age) Regulations 2006 introduce a default
national retirement age of 65. Employees have the right to request to
work beyond this age. Retiring is not just about reaching a certain age
or working until an agreed date. You need to plan the retirement process
in order to:
• manage the spread of skills throughout the organisation
• develop mentoring or coaching roles for older workers so expertise
is not lost
• ensure older workers have a soft landing into their life after work.
Flexibility is the key to managing change.
UK projects on age
Examples …
FLOW, Milton Keynes
Cornwall Works 50+ Cares, inclusion Cornwall
AARP Best Employers fro Workers Over 50 Award – International Best
Practice Summaries
New Competencies project
Inwestor manage and deliver on the Polish ESF funded New Competencies
project which support, within the TNC employed people - HR specialists and
managers as well as trainers.
Many synergies between New Competencies and WorkAge have allowed for
the sharing of ideas, knowledge and resources.
On- line programme
Included the following content:
The Importance of Age Management
Age Profile
Recruitment & Selection
Staff Development
Working Conditions
Working Conditions
Workshops included …
Change Management
Recruitment and Selection
Effective ways of increasing diversity
Introduction to Influencing Skills
Coaching and Mentoring
Recognising assertive, non-assertive and aggressive behaviour
The Business Case for Emotional Intelligence
Challenging Assumptions of older workers
An overview of Training and Development
Supervision weekends
During the supervision weekends participants based their presentations on
these and their own resources.
Conclusion
Liz and Julie are pleased with the progression and commitment of all participants.
Feel that there has been much progress in Age Management of those individuals
and organisations involved in the project. We hope that the profile of Age
Management is now firmly on the agenda for Poland and the lessons learnt can
be effectively cascaded to both organisations and individuals in the workplace and
in economic and social policy terms.

WorkAge_presentation_Julie Kitching 23.11.2012

Transkrypt

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WorkAge_​presentation_​Julie Kitching 23.11.2012

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WorkAge_presentation_Julie Kitching 23.11.2012