Local economic strategies for ageing labour markets Workshop - 31st March 2015 - OECD (Paris)

1. Rethinking Careers: How to deal with longer working lives in HR processes
Lifelong Employability Assessment (LEA)
Tool Results
An Enterprise 2020 initiative
part of the European Business Campaign on Skills for Jobs
1
www.csreurope.orgConnect Share Innovate

2. The need to rethink careers

3. Asssessing companies readiness for
Lifelong Employability Management
Individual asessments in
confidential setting:
Individual interviews with HR
Managers
Assessment of 4 HR processes, 21
criteria
Adapted feedback review
Tailored analysis and benchmark:
How effective are your Human Resources
processes in dealing with longer working
lives?
Where do you have gaps? How can you
upgrage?
How do you perform against peers and
best in class?

4. Ideal framework for lifelong employability
HR Process Ideal situation
1. Strategic workforce
planning
• Workforce planning is part of a company’s HR strategy
• Workforce is assessed on a yearly basis, with a medium to long-term
projection.
• Special attention to older employees to anticipate altnerative solutions
interally (aquisition of new skills, functional mobility) or externally
(outplacement, entrepreneurship).
2. Knowledge and career
management
• 360° dilaogue with line manager
• Tailored approach to training (life-long + age-adapted learning) for sound
knowledge and skills development per life-stage
• Salary based on performance more than solely seniority
• Career development schemes based on life-stages
3. Workplace adaptation • Cover all dimensions of ergonomics: physical, cognitive, organisational,
environmental.
• Adapting the workplace + working conditions to constraints of age
4. Mobility & Flexibility • Flexible functional mobility, incl. via secondments
• Promote volunteering and entrepreneurship
• Supporting measures towards « exiting »

5. Targets of EU2020 Strategy
• CSR Europe develops
Products & Services
(P&S)
with experts,
companies and NPO
network
• Implement P&S in
dozen companies
Improve company’s
performance
• Peer learning,
benchmark, sharing
best practices.
Phase 1:
Development Phase 2: Magnification
41 NPOs
implement
P&S in their
corporate
members
NPO
NETWORK
COALIT-
IONS
OUT-
REACH
EU
POLICY
Magnifier 1 Magnifier 3 Magnifier 4 Magnifier 5
Best Practice,
lessons
learned,
success
factors into
Impact MAP,
creating
Learning
Network
Communicat.
Strategy
Strategic
Coalitions
with expert
stakeholders
Measured
impact used
in policy
strategy to
improve EU
Policy
Frameworks.
Corporate
members join
CSRe in
policy
actions.
64 Corporate
members
catalyze
change
through their
-affiliates
-sector
association
-suppliers
COR-
PORATE
Magnifier 2
Magnifing impact: 5 key levers

6. Companies are not half way through
lifelong career management
CSR Europe’s Lifelong Employability Assessment (LEA) shows a 46% readyness of assessed
companies to lifelong employability

7. Main weaknesses identified
Knowledge & Career Management
•Skills/competency transfer and
development
•Mid-career plans
•Career development schemes
•Training
•Salary compenstaiton
•Internal mobility
Mobility/Flexibility
•Volunteering during employment
•Network for employees
•Functional mobility
•Volunteering after employment
•Entrepreneurship

8. Key strenghts identified
Workforce Planning Processes
•Pre-recruitment
•Workforce composition
•Recruitment diversification
Workplace adaptation
•Health & Wellbeing
•Benefits
•Age-oriented work-life balance
•Stress & Mental health
•Workplace adaptation

9. Thank you for your attention!
9
Sarah Dekkiche
Operations Manager, CSR Europe
Email: sd@csreurope.org
Tel.: +32 (0)2 541 16 20

10. Thank you for your attention!
9
Sarah Dekkiche
Operations Manager, CSR Europe
Email: sd@csreurope.org
Tel.: +32 (0)2 541 16 20