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From the conference Competence 50+ 2007 in Gothenburg, Sweden.

From the conference Competence 50+ 2007 in Gothenburg, Sweden.

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    • 1. Vattenfall AB Nordic Ageing Workforce Management Gothenburg 2007-06-18—20 Energetic Ageing Nils Friberg Senior Adviser Vattenfall AB Nordic Human Resources [email_address]
    • 2. Who are we?
      • NILS FRIBERG , Senior Adviser, Vattenfall AB, Sweden
      • ROBERT KÄCK, Research fellow, University of Umeå and Vattenfall AB, Sweden
      • TRUDE FURUNES, PhD-student, University of Stavanger, Norway
      • REIDAR J. MYKLETUN, Professor, University of Stavanger, Norway
    • 3. Outline of my speech
      • The Vattenfall Group
      • Background facts
      • Ageing Workforce Management
      • Conclusions
    • 4. Vattenfall in brief
      • Europe’s fifth largest generator of electricity and the largest generator of heat.
      • Vision: To be a leading European energy company.
      • Operations in Sweden, Finland, Denmark, Germany and Poland.
      • Electricity generation, transmission, distribution sales and trading.
      • Heat generation, distribution and sales.
      • About 33,000 employees.
      • Vattenfall AB is wholly owned by the Swedish State.
    • 5. Background Experience and Number Age Younger Elderly 30 60 Global ageing is a demanding challenge in the new millenium
    • 6. Background Interest Time Yesterday Today Bartender Movie Director Journalist Technical work Students´ interests and preferences
    • 7. Background ” The age pyramid of Vattenfall shows that many of our competent employees are nearing retirement age. There is a risk that their competence will not be transmitted to the younger employees before they leave the company. We must to a greater extent make it possible for younger employees to work together with more experienced employees. If there was a more widely spread awareness of the issue, we would have a greater capability to maintain needed competence.” ” Besides that, there is a group of employees who are of the opinion that they do not have enough to do, that they are not efficiently used or that they are placed wrongly in the organisation. Even this is a situation that we need to take care of. Actually it is a kind of redundancy, but it can be solved if we relieve the pressure on those who have too much to do. This would mean that our total resources will be utilized more efficiently. It is important that the managers identify such problems and that the employee himself speak up with his point of view.” - Lars G. Josefsson, CEO of Vattenfall 24 th of April 2001 ” We have to take care of our competence”, says CEO of Vattenfall
    • 8. Ageing Workforce Management
      • Motivating the Ageing Workforce
        • +57-seminars
        • Age and health awareness leadership
      • Competence Exchange
        • Competence Transfer Mentoring
        • Dialogue Seminars
      • Internal and external labour market
        • Senior Resource Pool
        • The Job Forum for experienced people (“Arbetstorget”)
      Main working areas
    • 9. The +57 one-day seminar
      • Target group (about 1100) the age group 57-65
      • Implemented during 2005 and 2006 all over Sweden with about 800 participants (an unique initiative within Sweden)
      • Experience :
        • Brought up the issue on the agenda
        • Activated and motivated the target group
        • Fewer requests for early retirement
        • Fewer complaints than expected
        • Managers and supervisors are key people
        • Goodwill for Vattenfall and in general for HR at Vattenfall
        • Cost c. SEK 1 M or 2000 SEK/participant, equivalent to 210 € or 265 $
    • 10. The +57 one-day seminar
      • Tools introduced and used
      • 80-90-100
      • All employees in Sweden offered reduced working hours to 80%, 90% of salary and 100% retirement pay contributions
        • From 58 years of age
        • For six months then back to 100 % or continuation
        • The employer decides depending on job conditions
      • Motivation and inspiration seminars
      • By organising inspiration seminars in small groups participants got the challenge to reflect on:
        • My strengths and requirements
        • My wishes and possibilities
        • To be able to contribute until 65
    • 11. Motivating the Ageing Workforce
      • A handbook on age awareness leadership
      • Training programmes for age awareness and health awareness leadership
      • The target group :
      • First line managers
      • Elderly managers with elderly employees
      • Younger managers with elderly employees
      Age and health awareness
    • 12. Competence Exchange Experience Exchange of knowledge and skills Knowledge exchange Age 23 27 30 59 63.0 65 (67) Exchange filter
    • 13. Competence exchange
      • A joint project between Vattenfall and The Royal Swedish Institute of Technology (KTH), Stockholm
      • To make visible, analyse and use experience-based knowledge and know-how
      • To make knowledge exchange with new employees more effective
      • The method is now implemented in Vattenfall´s knowledge-management process
      • More information: www.dialoger.se
      The Dialogue method
    • 14. Competence Transfer Mentoring
      • The strategic value of Competence exchange
      • To train the ”right” mentors from a strategical point of view with the experience needed to be exchanged
      • To support the competence exchange for the preparedness of future changes
      • To make visible tacit knowledge and know how
    • 15. Internal and external labour market
      • Senior Resource Pool
        • Creating an internal (to some extent external) labour market for new assignments
        • Take care of competence
        • Responsibility
      • The Job Forum for Experienced People (“Arbetstorget”)
        • Possibility for elderly unemployed people outside the company to get in touch with the labour market through project work in Vattenfall
    • 16. Our internal labour market
      • About 150 people/year have to change position in the company because of changes in the organisation
      • Through individual support provided by STÖDET (i.e. Support) and the Senior Resource Pool:
        • We gain ½ year of extra time to solve the issue internally before exit negotiations formally begin
        • Only 5-10 people (3-6 %) have not found a new position within a year
        • In this way, we avoid negative media exposure about workforce lay offs
        • We contribute to enhancing our image as an “employer of choice” and our brand
    • 17. A good example Lennart Meister just turned 67 He has worked at Vattenfall since 1974 ” To quit working is unthinkable to me. It’s not in my nature. I think it’s fun to work, I like what I’m doing. But it has to work at home too, fit in with your family and of course you have to be reasonably healthy. So long as it works I will continue to work. I have an agreement to work until I am 70. But, I have no plans to quit. I have not thought much about the financial aspects, but future retirement income is of course improved by continuing to work. That doesn’t affect my plans, however. I have no opinion about what others should do. Everyone has to feel what is right for them. It depends on your nature, on your own person. There are many possibilities. I feel privileged to work with something I really like.
    • 18. To conclude
      • We have after five years reached our objectives:
        • No request for early retirement
        • Natural to stay until 65 or 67
        • We have figured out how to arrange for knowledge exchange
      • We have broadened our perspective to take into account all faces of transitions in working-life
      • We have gained goodwill and reached the position of beeing a benchmark for the business world
      • You are welcome to visit our stand nr 331 and get more information

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