Click to edit Master title style Working after 50 ... · 6/13/2017 · Flexible working •The...

Click to edit Master title styleWorking after 50:

managing a healthy ageing workforce

Matt Flynn

Click to edit Master title style

Age diversity guide


Context

• Aging population – rising life expectancy and falling fertility – big gap in 40s

• Government is incentivising working longer• Many people would like to work longer and are capable• Older people’s participation has continued to rise despite recession• Many older workers have caring responsibilities for older relatives,

children, grandchildren• A significant group of highly qualified older people choose to

“downshift” to less stressful roles• Employers need to plan to manage and motivate• Abolition of DRA means people can only leave voluntarily or by

dismissal


Why employers need older workers

• Retain skills and knowledge

• Tackle skills and labour shortages

• Mentoring younger workers

• Two challenges:

– Make effective use of existing older workers

– Make better use of the pool of unemployed/ inactive older people


Three kinds of older workers

• A lot of older people want to work longer

• With age the older workforce profile changes, as the less motivated drop out

• There are three groups motivated to continue:

– A large group who have found a niche which offers high job satisfaction and security

– A second group are much more anxious, stressed

– A large group are unemployed/ inactive and would like to work (many with good qualifications and experience)


Three kinds of age aware employers

• Employers are recognising the business case for improving age related HRM policies

• Public sector employers

– Dominant employers of older women

– Rising occupational pension ages

– Austerity and job cuts

• Small and medium sized businesses

– Facing biggest skills and labour shortages

– Up close and personal management style

• Large businesses and MNC’s

– Flexibility in global market

– Multi-generational work teams

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Older workers in general are more likely to report

• Workload about right

• Work-life balance is good

• Satisfied with their jobs

• Planning to retire after 65 (or not at all)

• Trust their managers

• Are treated with respect

• Are consulted about change

• Would recommend their firm to a friend

• But are pessimistic about the chance of changing job


Older workers in general are less likely to report

• Excessive pressure

• Looking for a new job

• Confidence in finding another job if redundant

• Worry about the future

• Being in firms affected by the recession

• Rising stress and workload

• Formal performance review

• Feedback/ recognition of good performance


Why older workers choose to work longer

• Intrinsic – interest of the work, or a “mission”

• Using skills and knowledge

• Social and structure to life

• Money


Who are the people motivated to stay?

• 30% of all workers report (higher for older workers):– No excessive pressure (up to twice a month is OK)– Good work-life balance– Overall satisfied with job

• They are more likely to report:– Management with clear vision and commitment to organisation– Confidence in managers– They are treated fairly and their work is valued– They feel trusted, respected and consulted by managers– Support with problems– Managers initiate training

• They are less likely to be considering changing jobs• They are likely to want to work much longer

Click to edit Master title styleManaging a healthy ageing workforce:

Five Topics

•


Health and Wellbeing

• Wide variety of health and ability amongst older workers (no uniform pattern)

• Physical capacity changes universally but not uniformly (and few jobs require maximum physical capacity)

• Mental capacity does not decline at least before 70 (but older workers may solve problems differenty)

• One third of older inactive (not registered unemployed) would like to work/one third of inactive work with a disability

• Injuries in work decline after 50 but can lead to longer time out of work


Older workers and stress

• Stress in work declines after 55 (although may be survival factor)

• Stress over potential job loss can be as great as job loss itself

• Stress can be indicator of need for work accommodation (training, flexibility, etc)

• Job autonomy/control is key

• Line manager training may be important

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HSE Recommendations

• Review risk assessments for all staff

• Not assume jobs are too physically demanding

• Allow older workers more time health and safety and training

• Design tasks to minimise manual handling

• Think about how older workers can work alongside colleagues

• Avoid assumptions about older workers

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Skills and Training

• Skills shortages are widespread, and skills demands are rising, raising demand for some older workers

• Older workers less likely to have (current/ any) formal qualifications which are valued by employers

• Older workers are unlikely to consider themselves to have a training need

• Learning can build on rather than replace experience

• Older workers have an important role in mentoring and sharing knowledge


Recruitment

• Age discrimination is unlawful, but very common in recruitment

• Managers perceive older workers as having unrealistic expectations – in earnings and/or status

• The 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 direction

• Recruitment agencies can be part of the solution


Flexible working

• The 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 progression

• More acceptable to general workforce if universal –not just for “special” groups


Performance management

• “Difficult conversations” are difficult (but necessary)

• Formal and informal performance management both matter

• Pathway to better working lives

• Older workers are less likely to receive feedback

• Relationships, and trust are critical

• Some younger managers find it difficult with older employees


ASPIRE

• European project investigate how social partners develop, pilot and embed active ageing

• Workshops with employers and unions

• Manufacturing, construction, public sectors and SMEs

• UK, Poland, Italy and Spain

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Thank you!

www.agediversity.org

[email protected]

http://www.agediversity.org/

Click to edit Master title style Working after 50 ... · 6/13/2017 · Flexible working •The...

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