1019 2b-450 employers eaps-hylton


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With the aging of the Boomer workforce, employers are challenged with the largest talent replacement program in history. Managing this challenge is the question facing many employers. Differences in generation attitudes can lead to workplace tension. This talk offers a variety of measures that employers and employees can use to successfully bridge age and talent gaps.

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  • What factors are creating the Aging TsunamiDeclining birth rates, living longer….Life expectancy: Number of years the average person can expect to liveHas increased steadily in Canada during the 20th centuryCanadians can also expect to live longer after age 65 than generations before themCanadians born today can expect to live 20 years longer than if they had been born in 1920Increased life expectancy into old age is distinguished from previous historical periodNever before in history did vast majority of people in a particular country expect to live to old age
  • Source US Census
  • Statistics obtained from Stats Canada, Government Accountability Office (Europe), and US Census.
  • Invite the audience to identify which generation they belong to with a show of raised hands. Janet Yellum, age 67 born aug 1946 both veteran and Baby Boomer, nominated Chairman US Fed Reserve, Replacing Ben Bernanke, whose principal job will be to reign in the flood of cheap money the Fed has been pouring into the US economy at a rate of $85 B a month.
  • Excerpted from: http://www.arthur-maxwell.com/articles/2011/09-generations.phpAsk the audience for their thoughts on the above listed personal characteristics. Are they an accurate reflection of the different generations?
  • Excerpted from: http://www.arthur-maxwell.com/articles/2011/09-generations.phpInvite the audience to share their own experiences with Generation Y as they begin to take over leadership roles. Are common themes emerging in terms of characteristics and leadership style?
  • Older workers bring life experience, established networks, and work skills to the workplace. These 3 factors combine to create a worker that is able to apply wisdom, strategic thinking, productivity models, responsibility, rational thinking, communication skills, and confidence to the workplace. Older workers also make great mentors for the succeeding generations. These skills are a significant advantage during times of change and turmoil in the workplace as older workers are often better at understanding the operational environment and adapting to change.A study done by the Center for Retirement Research at Boston College found that keeping older employees on the job has a positive impact on the workplace. It leads to better outcomes for the younger employees. These improved outcomes include reduced unemployment, increased employment, and higher wages. These patterns were consistent for both men and women across groups with different levels of education. (http://money.usnews.com/money/blogs/the-best-life/2012/10/10/a-closer-look-at-americas-aging-workforce)
  • Flexibility: Older workers consistently report that they appreciate flexibility in their jobs. They are done working “9 to 5” and are open to job shares, consulting, and part time work. Value: Older workers want to know that their presence in the workplace is adding value to the organization, a project, or their team. Feeling valued is an important motivator.Growth: Contrary to the stereotypes we discussed earlier, older workers do not want to stagnate in their jobs. They are interested in growing, developing their skills, and learning new things. Offering opportunities for professional development can significantly increase their job satisfaction.Modifications: Appropriate ergonomic adjustments and modifications to the workplace can help older workers to feel empowered instead of overwhelmed by the physical changes that occur naturally with age. This can easily be done with simple ergonomic reviews.
  • It is necessary to ensure that Human Resources departments, managers, and employees understand the importance and definition of age management.The purpose of having a specific definition and strategy for age management is to ensure that employers are maximizing the productivity and effectiveness of older workers while integrating them seamlessly into the workplace culture. It can also be used as a recruitment tool to demonstrate the employer’s commitment to ensuring older workers have a successful work experience. Age management strategies, like any other workplace strategy, should aim to improve the quality of life and wellbeing of workers. Age management strategies can also influence the younger generations by creating cooperation between the groups and showing the younger generations the possibilities for happily continuing to work beyond traditional retirement age.HOW IS THIS DIFFERENT FROM DISABILITY MANAGEMENT?Dis Mgmt – goal to return injured workers quicklyMore customizedMore legislation, OH and S, reasonable accommodationMay be used to combat absenteeism
  • These 8 key targets were outlined by the European Agency for Safety and Health at Work. Meeting these 8 key targets can help employers to be more successful in enhancing individual resources and supporting successful multigenerational teams and organizations. One of the most important benefits of successful age management is that it positively impacts everyone in the workplace by creating equal opportunities for all generations.Key targetsAwareness: Helping everyone in the workplace to understand the role and the benefits of older workers.Fair attitudes: Eliminating discrimination based on age and ensuring that all age groups are treated fairly, with dignity, and respect. Core task: Ensuring managers and supervisors are given the education and tools they need to proactively manage and successfully work with older workers. HR policies: Should offer policies and procedures that ensure older workers are safe at work and that they can work successfully. Productivity: Offering tools and flexibility to help older workers achieve and maintain their best productivity levels. This can be through policies, ergonomic and assistive devices, and/or flexible work arrangements. Lifelong learning: Ensuring that older workers, like younger generations, are offered opportunities for ongoing education and training. Age friendly work arrangements: This can include flexible work schedules, part time work, telecommuting, and/or ergonomic adjustments to maximize safety and comfort. Safe and dignified transition to retirement: Helping all generations to understand and plan for retirement. Giving older workers assistance in transitioning to retirement on their own terms and while still feeling successful in the workplace. Encouraging an older worker to retire as a way to avoid performance management should NOT be an option. Good slide!
  • There are many similarities between each generation in the workplace. Each generation benefits greatly from working within a respectful and inclusive workplace. All workers are entitled to prompt, effective, and ongoing health and safety measures in the workplace. All workers will have a greater chance of success with clearly defined performance expectations and regular review of these expectations in comparison with their current work performance. All workers should be given access to the tools they need to be successful in their current positions. This may include additional education and skill building, actionable feedback, assistive and/or ergonomic devices, and ongoing coaching.
  • Company wide health and safety programs as well as employee assistance programs can be critical in recruiting and retaining older workers. They can also benefit younger generations by helping all employees to stay healthy and productive at work.
  • Maintaining current levels of physical and cognitive functioning is a key concern for older workers. The spaces where we work can affect how we age. 3 key areas that should be addressed by Health and Safety policies are ergonomics, job demands, and training.ErgonomicsErgonomics is the study of efficiency in work environments and focuses on making physical changes to maximize individual health, safety, and productivity. When job demands or the physical workspace do not meet the physical requirements of an individual worker, it can create an ergonomic hazard. Common ergonomic hazards that typically affect older workers include: repetitive movements, awkward postures, and maintaining one position for a prolonged period of time. Additional ergonomic hazards that can impact older workers include: vibrations, extreme temperatures, inadequate lighting, and inappropriate electronic equipment. Job demands (http://alis.alberta.ca/pdf/cshop/safehealthy.pdf)As we age our bodies undergo predictable changes that can affect how we do everyday tasks, including our jobs. Muscle strength, grip strength, and range of motion decrease. The ability of the circulatory system to carry oxygen filled blood is decreased and functional breathing capacity is reduced. Hearing changes, specifically the ability to locate the source of sounds and distinguishing between different sounds. The changes that occur in our eyes as we age results in diminished ability to see light. The sharpness of images is decreased as we age. It becomes more difficult to see moving targets, as well as sideways and in and out motions. Understanding the predictable changes that occur as workers age can help companies to identify job demands that may require modification in order to help preserve worker safety and efficiency by minimizing the potential negative impact of required job duties. TrainingA common misconception among employers is that older workers do not require ongoing safety training. Older workers should ALWAYS be included in safety training. Occupational Health and Safety standards are the same for ALL workers in jurisdictions across Canada, the United States, and Europe. Organizations should never assume that older workers know, understand, or follow best practices. Studies have shown that workplace safety is a primary concern for older workers (http://alis.alberta.ca/pdf/cshop/safehealthy.pdf). Older workers are more likely to return to work or stay in the workplace longer if it is safe, healthy, and unlikely to cause medical issues. Older workers should always be included in organizational safety training and safety expectations.
  • Invite the audience to start to think of health and safety specifically in terms of older workers.
  • All accommodations should be voluntary.An environment should accept limitations and reasonable accommodations are accepted, disclosure is not punished, and an individual's desire for confidentiality is respected.The individual should be involved in decision making about his or her position, including developing the job description and identifying reasonable accommodations, which should be updated periodically to meet the individual’s changing needs.Physical Demands Assessment, adapted for older worker
  • parking story lady with artritis paraplegic co presenter
  • Employer programs and EAPs have an opportunity to make a significant and lasting impact on the success of older workers in Canada, the United States, and across Europe. Some of the needs of older workers are unique from their younger co-workers. A well designed EAP program should address these needs and be implemented with a focus on encouraging active participation from older workers. 3 areas of programming that can have a significant impact if tailored for the older worker are: financial planning; interpersonal relations; and aging/healthy lifestyle education.
  • This is the first time in recent history that we have a large percentage of people continuing to work past the traditional age of retirement. This can impact government programs, taxes, and retirement income but few people have a clear understanding of the implications. A recent study done by researchers from the University of Texas and the University of Missouri found that financial literacy significantly declines after age 60 (http://www.moneysense.ca/uncategorized/financial-literacy-may-decline-with-age). Money and finances are stressful for most people, regardless of their age, and can be especially so for older workers who may not have any financial literacy or who just don’t understand the impact of age on their personal financial situation. Government programsContinuing to earn a salary past the traditional age of retirement can have an impact on access to government programs, such as health care subsidies or government pensions. Helping older workers to understand the how the programs work AND how earning a salary may impact their eligibility for certain programs can be very helpful. Demystifying these programs can help older workers to understand the exact implications of their salary. Retirement incomeMany older workers have no idea how or if earning an income will impact their ability to draw money from their retirement accounts. Financial advisors who specialize in this area can provide older workers with valuable information regarding the actual impact of their salary on their retirement accounts. By running the numbers, older workers can make educated decisions regarding how much they need to work and how they should continue to contribute to their personal retirement savings. They can also get information on different investment strategies and simplify their portfolios by selecting just one or two strategies that make the most financial sense for their personal situation. Used to be 100 less age for equity investments, now 120 less ageTax planningMost of us could benefit from some expert advice on tax planning, and older workers are no exception. Seniors may be eligible for tax benefits and deductions that they are not aware of. On the flip side, older workers may be required to pay more taxes than they expected if they are working and drawing a pension or accessing retirement savings. Working with a tax specialist can help older workers to maximize the tax deductions they are eligible for and minimize the amount of tax owing at the end of the year. Housing optionsAs older workers begin to change physically and financially, they may begin to consider alternate housing options such as downsizing to a smaller home, transitioning to a condo or apartment, or selling their property and living in rental accommodations. Each of these options can be financially prudent. It can be very helpful to have the opportunity to get information on each option and a personalized assessment on how different options would affect their current and future financial situation. Not-so-distant futureSuddenly, the future isn’t so far away for many older workers! How we save and plan for the future changes significantly when the future is just around the corner. Estate planning, short term budgeting, and long term budgeting can be overwhelming and confusing. Providing assistance and relevant education can be extremely helpful for older workers.
  • Older workers benefit from customized education about healthy lifestyle choices. Many may feel like it doesn’t relate to them, that they already know everything, or that it is too late or too difficult to change habits at this point in their lives. Nutrition, fitness, sleep, and relaxation strategies are 4 major factors in achieving and maintaining good health. Customizing messaging around these factors specifically for older workers can be helpful in getting them to engage in education in these areas.
  • Invite the audience to start to think of employee assistance programs specifically in terms of older workers.
  • Invite the audience to brainstorm potential challenges/barriers in getting older workers to participate in EAP initiatives. Challenge them to address these barriers proactively instead of retroactively.
  • Excerpted from http://alis.alberta.ca/pdf/cshop/safehealthy.pdfOlder workers are motivated by different things than younger workers. Understanding what older workers are looking for in a job and benefits is critical to putting together an effective recruitment strategy. A recruitment strategy that focuses on benefits attractive to workers just beginning their careers may not be effective for older workers. Most older workers are in the workplace for one or more of the following reasons:Economic needs: They may have ongoing financial obligations that they can not meet unless they work.Sense of productivity and contribution: Older workers aren’t interested in spending their days puttering around. They are looking to continue their history of productivity and to continue contributing knowledge, experience, and skills to the workplace. Social contact and ongoing learning: It can be difficult for older people to maintain regular and healthy peer relationships. Staying in the workplace can help to prevent feelings of loneliness and isolation that sometimes occur after retirement. Many older workers also crave ongoing learning and professional development to satisfy their cognitive capabilities and potential. Maintaining self esteem and confidence: Continuing in a familiar identity combined with having the opportunity to meet ongoing goals and challenges can have a significant positive impact on self esteem and confidence. Many studies have proven that this contributes to improved mental health in younger generations and this is also true for older workers.
  • The organizational culture is important to older workers. It is important that companies find ways to clearly communicate their corporate culture to potential older workers. Older workers who have life experience and exposure to different types of workplaces are often discriminating when deciding where to work. For them, a good workplace culture is seen as another benefit of the position.Older workers value organizational culture that includes:Strong corporate values: Having lived through decades that saw many significant corporate corruptions and downfalls, older workers are looking for workplaces that have strong and consistent values. They are attracted to companies whose values mirror or compliment their own. CSR Corp Social Responsibility now Shared ValuesDedication and loyalty: Older workers thrive in an environment that fosters loyalty and dedication by providing their workers with loyalty and dedication. They will form significantly stronger bonds with companies that regularly communicate and demonstrate their loyalty to the workers.Independence and autonomy: Older workers have significant skills, education, and life experience that has equipped them to be able to work independently and to make sound judgments and decisions. Giving them the opportunity to perform their jobs with autonomy leads to increased job satisfaction.Inclusion and diversity: Older workers want to have relationships with their coworkers and are drawn to a workplace where they will be accepted. Having inclusive options for team building, social outings, and workplace celebrations/events is appealing to older workers.Teamwork and socialization: Older workers see the strength and potential in building strong relationships at work and thrive in environments that make this easy to do. Older workers want to work with others to contribute to a common goal or solve a problem.
  • Now invite the audience to brainstorm different ways they could effectively tailor their current recruitment campaigns to address the common reasons older workers remain at work and that communicate the facets of organizational culture that are attractive to older workers.
  • Recruitment isn’t just about meeting the older worker’s needs! The employer has needs that must be filled in order for the organization to continue to operate effectively. This chart shows the relationship between employer needs, worker motivation, and possible solutions. Excerpted from http://alis.alberta.ca/pdf/cshop/safehealthy.pdf
  • There are too many companies getting it right for older workers and we can’t possibly examine them all but we will look at a few. For more information and ideas, check out AARP’s and AARP International’s annual list of best employers for workers over 50. We will take a look at 3 companies that are successfully employing older workers.
  • Deloitte is a leading professional services firm in Canada. They offer auditing, tax, consulting, and financial advisory services. They have been in business for over 150 years. Deloitte has abandoned the traditional corporate ladder model and replaced in with a corporate lattice model. This model was designed to align with the unique features of the current workplace, such as the ongoing integration of older workers. This allows employees to dial up or dial down during their career with Deloitte without having to leave the organization. Deloitte has committed to flexible work environments including flex time, part time, and telecommuting options. Employees can take advantage of the personalized options scheme. This offers a variety of benefits to employees, who can pick and choose which benefits fit them and their lifestyle. Deloitte also offers Deloitte University, which provides training and development opportunities to employees. To come back as consultants
  • The BMW Group out of Germany has been recognized several times by AARP International for their progressive workplace policies for older workers. BMW Group designs and manufactures transportation options such as cars and motorcycles. In 2011, over 23% of their workforce was over the age of 50. (http://www.aarpinternational.org/aarp-international/best-employers---international)BMW Group recognized that they had a gap in skilled workers and wanted to get retired workers back onto the production line in a way that was safe and healthy for the workers and the organization. BMW Group also recognized that the average age of their employees was increasing to almost 50 years old and that they had to change something if they wanted to keep those skilled and experienced workers on the production line. http://creatinghealthyorganizations.ca/blog/general/redesigning-workplaces-for-an-aging-workforce-2/When BMW opened a new factory in 2011, they proudly unveiled a workplace that was designed specifically to support healthy aging of their employees. With employee input, they included age friendly changes to the work space such as wood flooring (in lieu of concrete), orthopedic footwear, magnifying lenses, adjustable work tables, large handled tools, larger font on computers, rest breaks, and ergonomically optimal job rotation. http://creatinghealthyorganizations.ca/blog/general/redesigning-workplaces-for-an-aging-workforce-2/ They also slowed the overall speed of the production line, provided stools, and designated rest areas. http://www.impactlab.net/2011/02/19/bmw-opens-new-car-plant-where-the-workforce-is-all-aged-over-50/BMW Group has combined these age related improvements with personalized retirement transition options, health and safety training, and HR policies to create a workplace that will set older workers up for success. BMW Group is really living up to their motto: “Today for Tomorrow”
  • In 2013, National Institutes of Health was recognized as a top employer for workers over age 50 by AARP and Society for Human Resource Management. The National Institutes of Health is part of the United States Department of Health and Human Services and is responsible for medical research. NIH has combined several programs and incentives to offer workers over 50 a supportive and attractive workplace. As of 2013, 47% of their employees are over age 50 (http://www.aarp.org/work/2013-aarp-best-employers/national-institutes-health-aarp-best-employers.html). NIH’s dedication to older workers starts before they are hired. Part of NIH’s recruitment strategy involves participating in 50+ job fairs and notifying retirees of job openings. They recruit from veteran’s agencies, professional associations, and alumni associations. NIH stays in touch with retirees through invitations to attend organization events, retirement planning counseling, and flexible work arrangements, such as consulting and contract work. The workplace culture at NIH talks the talk and walks the walk! They offer a myriad of professional development opportunities that are so versatile, they had one 12 month period during which 100% of employees participated in at least one training opportunity (http://www.aarp.org/work/2013-aarp-best-employers/national-institutes-health-aarp-best-employers.html). They celebrate long service achievements. NIH offers employees flexible work options including temporary reassignments to try new duties, formal job rotation, telecommuting, job sharing, compressed work weeks, flextime, and a formal phased retirement program. NIH also works hard to incorporate employee feedback into the health benefit options and EAP offerings, resulting in a 53% employee participation rate in wellness related benefits (http://www.aarp.org/work/2013-aarp-best-employers/national-institutes-health-aarp-best-employers.html). NIH has some unique programs in place that recognize many of their employees are caregivers. NIH offers paid time off for caregivers. They also offer onsite grandchild care and referral services for grandchild care and elder care. NIH extends this even further by assisting with backup care for grandchildren and elder care.
  • Invite the audience to ask questions or share information about how their organization is successfully employing older workers.
  • 1019 2b-450 employers eaps-hylton

    1. 1. Employers, EAPs, and the Aging Tsunami E A PA ' S 2 0 1 3 W O R L D E A P C O N F E R E N C E PHOENIX, AZ CHRIS HYLTON, MA
    2. 2. Learning Objectives 2  How a Tsunami forms  The multigenerational workplace  Staying healthy, staying productive  Recruitment strategies for older workers  Companies that are getting it right!
    3. 3. BUT 3 This is really your time and your show! Tell me what you would like covered in today’s presentation.
    4. 4. How a Tsunami Forms 4
    5. 5. Canada Tsunami * Projected population. Source: Statistics Canada. 5
    6. 6. US Tsunami Age 65 + Age 85+ 6
    7. 7. US Ratio of People 65+ to People 18-64, % 50 Replacement Ratio 40 30 1 old / 2.5 young 20 10 1 old / 5 young 0 CG Hylton 1960 1980 2000 7 2040 2060 2080
    8. 8. The Aging Tsunami 8 By 2021, 1 in 4 Canadian workers will be over age 55 By 2015, 1 in 5 European workers will be over age 55 By 2016, 1 in 3 American workers will be over age 50
    10. 10. Generations in the Workplace 10 Veterans (born before 1946) Baby Boomers (1946 – 1965) Workplace Generation X (1966 – 1980) Generation Y (1981 – 2000)
    11. 11. The real difference in generations
    12. 12. Personal characteristics of each generation 12 Traits Core Values Family Veterans Baby Boomers Generation X Respect Conform Discipline Optimism Involved Traditional Nuclear Disintegrating Latch Key kids Merged families Communication One on one Skeptical Fun Informal Use cash Savings Confident EXTREME fun Social Phone Cell phones Internet Smart phones Email Social media Buy now, pay later Cautious Conservative Trying to save Earn to spend Memos Dealing with Money Generation Y
    13. 13. Workplace characteristics of each generation 13 Workplace Traits Veterans Baby Boomers Generation X Generation Y Work ethic Respectful of Workaholics authority Question authority Structure and direction Tenacity Multitasking Entrepreneurs Leadership style Command and control Quality is important All workers equal Still being determined. . . Communication Written and formal In person Direct and immediate Electronic, social media Motivated by Being respected Being valued and needed Freedom Working with other bright people
    14. 14. Aging advantage 14 Life experience Productive Communication Wisdom Responsible Confident Strategic Rational Mentor
    15. 15. Older Worker Needs 15 Want Flexibility More Growth Needs Know they are Adding value Workplace Modifications
    16. 16. Understanding age management 16  European Agency for Health and Safety at Work defines age management as emphasizing that “age related factors should be taken into consideration in daily management, including work arrangements and individual work tasks, so that everybody, regardless of age, feels empowered in reaching their own and corporate goals.”
    17. 17. 8 key targets for successful age management 17 Awareness Lifelong learning Age friendly Fair attitudes Promoting productivity Dignified retirement Core management task HR policies SUCCESS!
    18. 18. Basic needs of all generations 18  Respectful and inclusive workplace  Health and Safety strategies  Clearly defined performance expectations  Access to tools, resources, feedback, and coaching to encourage success
    19. 19. Staying healthy, staying productive 19 Health and Safety Employer and EAP Programs
    20. 20. Health and Safety 20 Ergonomics • Minimizing hazards • Setting up for success Job Demands • Changing bodies, changing demands Training • Maintaining safe work skills
    21. 21. Health and Safety 21 Name 5 things that your organization could do TODAY that would help to improve health and safety outcomes for older workers in the workplace? Be sure to include at least 1 example from each of the following categories: ergonomics, job demands, and training.
    22. 22. Accommodations 22  Voluntary  Accept limitations accommodations are accepted  Disclosure not punished  Confidentiality is respected  Individual is involved in decision making about their position  Developing job description and identifying reasonable accommodations and updating periodically to meet the individual’s changing needs
    23. 23. Is Accommodation complicated? 23
    24. 24. EAP and Older Workers 24  Have higher levels of personal / workplace stress  Face > workplace relationship / conflict problems but < marital/relationship issues which are leading sources of personal distress among other age groups  Less likely to access EAP services including work/life services, and therefore may be missing out on the preventative benefits of these services Source: The Aging Workforce: An EAP’s Perspective 2004 Series, Vol. 3, Issue 6
    25. 25. Employer Programs / EAPs 25 Financial planning Interpersonal Relations Aging/Healthy Lifestyle
    26. 26. Simple Solutions 26
    27. 27. Financial planning / Retirement Planning 27 Government programs Retirement income Housing Tax planning Planning for the future
    28. 28. Interpersonal Relations 28  Workplace dynamics  Teambuilding  Generations in the workplace  Gen X  Gen Y  New hires  Celebrate wisdom  Mentoring  Examples in your workplaces?  Other?
    29. 29. Aging / Healthy lifestyle 29 Nutrition Fitness Sleep Relaxation
    30. 30. Employer and EAP Programs 30 Name 5 things that your organization could do TODAY that would help to improve participation from older workers in Employer and Employee Assistance Programs. Be sure to include at least 1 example from each of the following categories: financial planning, interpersonal relations, and healthy lifestyle.
    31. 31. Employee Assistance Programs 31 What do you think the major challenges will be in getting older workers to participate in employee assistance programs? What can you put in place when developing programs to minimize or eliminate these challenges?
    32. 32. Recruitment is Key 32  Any ideas why this is such a key issue today?
    33. 33. FTE’s (Thousands) US National Supply and Demand Projections for RNs 2,900 2,700 2,500 2,300 2,100 1,900 1,700 1,500 Projected shortage of over 1,000,000 nurses in 2020 2000 2005 2010 2015 2020 CG Hylton 33
    34. 34. Recruitment strategies 34  Understand the reasons that older workers want to be in the workplace and tailor recruitment strategies accordingly  Most common reasons given for staying at work or returning to work are:     Economic needs Sense of productivity and contribution Social contact and ongoing learning Maintaining self esteem and confidence
    35. 35. Recruitment strategies 35  Organizational culture that is supportive and accepting of workers in each generation  Facets of organizational culture important to older workers are:      Strong corporate values Dedication and loyalty across all levels of the organization Independence and autonomy Focus on inclusion and diversity Teamwork and socialization
    36. 36. Recruitment strategies 36 Strategize ways you can incorporate the information presented here into your current recruitment campaigns. Remember to address the reasons why older workers want to work and how your organizational culture supports older workers.
    37. 37. Recruitment strategies 37 Employer needs Worker motivation Solutions Keep workers working Economic needs Flexibility and monetary incentives Bring experienced workers back into the workplace Job satisfaction and productivity Non monetary incentives such as consulting and project work, professional development opportunities, mentoring the next generation Keep workers beyond Social contact and traditional retirement age stimulation Monetary incentives, non monetary incentives, assurances of safety, mentoring
    38. 38. Getting it right! 38 Deloitte BMW Group National Institutes of Health
    39. 39. Deloitte 39  Career Lattice program  Employees can dial up or dial down during their career with Deloitte  Flexibility in ways to work  Customize the when, where, and how
    40. 40. BMW Group 40  Work environment  Designed an age friendly workspace with input from architects, automotive engineers, physical therapists, and doctors  Incorporated over 70 employee recommended changes  Slowed production line
    41. 41. National Institutes of Health 41  Recruitment  Workplace culture  Recognizing the caregiver
    42. 42. Conclusion 42 With the tools and policies discussed today, your organization can thrive in the aging tsunami. Start planning!
    43. 43. Thank you for the opportunity to meet today!  EAP for Canada  HR Consulting  Benefits, Pensions Tel 800 449 5866 chris@hylton.ca 43