1 / 32

Older Workers: Employment Expectations

The CAUCE 2012 Conference in Atlanta highlighted vital trends and strategies for improving employment and engagement of older workers (OW). Findings from a study conducted with Manitoba HR representatives revealed significant concerns regarding the loss of leadership, corporate knowledge, and challenges in succession planning. Key strategies identified include flexible work options, mentorship programs, and continuous education. Engaging older workers not only boosts productivity and job satisfaction but also contributes to a more knowledgeable workforce, emphasizing the need for organizations to adapt their practices for better retention and recruitment.

blanca
Télécharger la présentation

Older Workers: Employment Expectations

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Older Workers: Employment Expectations CAUCE Conference 2012 Atlanta Sloane-Seale & Bill Kops University of Manitoba

  2. Agenda • Welcome & Introductions • Background • The Study • Findings • Discussion & Implications

  3. Background • National/international trends - aging workforce, low participation rate of OW • Continuous learning for OW; changes in recruitment practices and job re-design

  4. Background • In Canada, between 2005-2036, OW population double (13.2% to 24.5%)

  5. Background • Subjective lifespan approach to aging based on individual capabilities & organization needs • Not chronological, legal or socially determined - based on values & attitudes to OW

  6. Background • OWs employment decisions mediated by: • organizational policies in response to demographics & organizational factors, • social norms, health status, finances, conditions at work, work-life balance, and family responsibilities

  7. Background • Employers’ policy decisions are influenced by: • experienced skilled workforce, labor market demands, and retirement policies & benefits • future outcomes depend on dynamics of employers/employees decisions, systemic issues, and OWs participation in E&T

  8. The Study • Follow-up study based on initial focus group interviews • Survey methodology (on-line) - HR representatives in Manitoba companies/organizations • 226 electronically distributed surveys resulted in 84 useable responses – yielding a response rate: 37.2% • No Response: range 18-25 on key items; average 22 or 26%

  9. Respondents by Position

  10. Respondents by Sector

  11. Respondents by Organization Size

  12. Respondents - Unionized

  13. Average Age by Position

  14. Retirement of OW a Concern

  15. Concerns • Loss of experienced leaders (76%) 19 • Loss of corporate knowledge & technical know how (72%) 18 • Difficulty in succession planning (56%) 14 • Difficulty filling future work (48%) 12 • Loss continuity with clients (32%) 8 • Shortage of leadership talent (28%) 7 • Reduced ability to relate to aging client base (20%) 5

  16. Important to Retain OW

  17. Strategies used to Retain • Flexible work (71%) • Mentor/coach (59%) • Education & training (44%) • Leaves of absence (41%) • Phased in options (38%) • Job sharing/redesign (38%) • Special work assignment (38%)

  18. Strategies Transfer Knowledge

  19. Strategies to Transfer Knowledge • Hire replacements prior (81%) • Arrange mentoring (76%) • Document (65%) • Job Shadowing (46%) • Maintain on retainer (41%) • Phased in retirement (27%)

  20. Strategies to Attract & Recruit OW

  21. Strategies to Attract & Recruit • Rehire (82%) • Request referrals (64%) • Campaigns all generations (55%) • Special events (27%) • Recruit (18%) • Job search agencies (18%)

  22. Important to Engage OW

  23. Why is it Important to Engage? • More productive (74%) • Satisfied Workers (74%) • Highly motivated (65%) • Lower absenteeism (52%) • Employer of choice (48%) • Higher profitability (30%)

  24. Strategies to Engage OW

  25. Strategies used to Engage • Equal opportunity/fair treatment (80%) • Offer meaningful work (75%) • Offer career development (70%) • Offer flexibility (65%) • Focus on work-life balance (50%) • Adapt/modify work (45%) • Training (45%)

  26. Assess Engagement

  27. Barriers to Engagement • Myths (58%) • Attitudes (57%) • Organizational culture & norms (49%) • No access to advancement & development (42%) • Age, race & gender (36%) • Lack opportunity in Education & training (26%)

  28. What Encourages Engagement? • Valued for work ethic (81%) • People-oriented company (67%) • Financial reasons (63%) • Social interactions (60%) • Flexible employment (60%) • Age friendly company (54%)

  29. Discussion & Implications • How prepared are employers to recruit, retain, and engage OWs?

  30. Discussion & Implications 2. How important is OW participation in lifelong learning to individual and organizational success?

  31. Discussion & Implications 3. How prepared are OWs to remain and productively engage in the workforce?

  32. Further Discussion & Comments Atlanta Sloane-Seale 204-474-8036; tf 1-888-216-7011 ext. 8036 sloanese@ms.umanitoba.ca Bill Kops 204-474-6198; tf 1-888-216-7011 ext. 6198 bkops@ms.umanitoba.ca

More Related