Project funded under the innovative approaches to change funding stream – demographic change Project started in late Nov 2005 and continues until Nov 2007
Creative Approaches to Workforce Ageing (CAWA) a 2-year ESF Article 6 funded project coordinated by WLRI in UK with partners in Austria, Sweden, Spain & Bulgaria www.olderworkers.eu Contact: Dr Andrea Winkelmann-Gleed WLRI, London Metropolitan University Email: [email_address]
Work patterns blend business and individual requirements
Individual and Team Reward packages
Engineer achieve assessors qualification
Terms and conditions reflect engineers choice
Brian from Paddington 50+ Yes it’s true having some knowledge and experience of plumbing helped me in my application, but British Gas looks at the person as an individual and not just what they have to offer . www.britishgasacademy.co.uk
Presentation of cases Upper secondary school, City of Göteborg
50 per cent of teachers are 55 years or older
25 per cent of teachers will retire within five years
Experienced older teachers work as mentors and get reduced lecturing time (class room time).
Same working hours and salary
New(ly) employed teachers get a mentor and participate in a special program for one year.
Trial period for two years, centrally funded
Presentation of cases: Swedish Construction industry, Galaxen (The Galaxy)
Problems with high levels of sickness leave and sickness pension within construction industry.
One of two construction workers continue to work until retirement age
Offer from Minister of Labour in 1985 to labour market organisations (=Employers organisations and trade unions) to come up with suggestions
Co-operation between employment office, employers, employer organisations and unions within the construction industry.
Individual rehabilitation programmes for employed and unemployed workers with reduced work capacity.
Local organisations to improve successful placements
Four workforce ageing examples from different industries.
Purpose is to create a discussion and serve as inspiration among social partners.
Preliminary results from CAWA Creative Approaches for Workforce Ageing
The policy must be a long term strategy to be successful. Projects are not enough.
The policy or model must be (economically) profitable.
There must be support for the model from top management to ensure success at the local level. Consensus between management and union is important.
The success of the model is depending on work organisation. There must be time for reflection within work organisation; this facilitates introduction of new and exit for older workers. Transition management.
Influence on hours of work facilitates for workers to stay in the labour market.
The mentorship means positive attention, not only for older workers.
Raising awareness of older workers, their competence and needs must continue
Codes for good practice in workforce ageing must be adjusted to the receiver, e.g. workplaces, management, politicians and legislators.
CAWA Conference 13 November 2007 www.olderworkers.eu