1430 mr andrew fung insights from tafep’s initiatives and research on effective employment of mature singaporeans
1st Age Friendly Workforce Asia Conference 3 November 2011Harnessing Mature Talent through Fair Employment Practices
AgendaWhat is Fair EmploymentInsights from TAFEP „s Research
How Diverse Teams Work Diverse teamsProductivity well-managed Homogenous teams But Well-managed Diverse teams NOT well-managed Time
Why Being Fair Benefits Business• Improved Talent Recruitment and Retention. – Widens pool of potential talent. – Gets best person for the job. (avoid paying the price of prejudice) – Better job fit. Employees – Increased morale. want to be – Lower turnover. treated fairly!• Enhance Leadership Skills and Effectiveness in globalised fast changing business environment.
Why Being Fair Benefits Business• Enhances Image and Builds Goodwill.• Raise Productivity through: – Enhance Problem Solving. – More New Ideas and Creativity. – Better Feedback. – Better Handling of Old and New Customers. – Better Deployment Flexibility.
About TAFEP• Tripartite: Representatives from MOM, SNEF and NTUC.• Co-chaired by Mr Bob Tan (Vice President, SNEF) & Mr Heng Chee How (Deputy Secretary General, NTUC).• Promotes fair, responsible and merit-based employment practices.
What is Fair Employment• Hire on Merit (i.e. non discriminatory).• Focus on relevant criteria (i.e. not Age, Race, Language, Religion, Gender, Family Status, Disability IF not relevant to the job.• Abide by Labour Laws and Tripartite Guidelines.
Why promote not legislate?• Looking at other countries - Compliance cost can be high - Addresses more form than substance• Challenge is changing mindset & practices• Hence the promotional approach using Tripartite partnership• Worked before with non-discriminatory job ads (Reduction from 1.7% in 2008 to 1% in 2009)
Research•Leading Practices in Managing Mature Employee*With SHRI. Local and Overseas examples•Harnessing the potential of a multi-gen workforce*Study involving over 3,500 local employees•Hiring the Silver Generation-Insights for Employers and Job Seekers*Study involving over 300 mature job seekers and employees
Leading Practices for Managing Mature Employees• Conducted with SHRI• 77 Employers responded to survey• In-depth interviews with 16 firms• Showcase leading practices locally and internationally
Recommendations for Employers• Top 3 strategies adopted by companies Providing relevant training to upgrade skills of mature employees Hiring retired employees as consultants/ provision of flexible work arrangements Regularly monitor health and well-being of mature employees
Multi-Gen Workforce Study•Over 3500 employees•30 Singapore based firms•Survey + Focus Groups •Online + Hard Copy •English & Mandarin
Key Findings• Most (95%) work with different generations• Most (81%) view that multi-gen teams improves organisational performance• Most (69%) rarely or never have difficulty working with other generations. However: – Some Gen Ys (37%) have more difficulty than older Boomers (20%) working with other generations. – When probed, some Gen X & Y prefer to work with colleagues their same age or younger (the “parent” or “pai seh” effect)• Gen X is now the majority supervisor (overtook Baby boomers)• Each generation considers themselves more committed than other generations (except Gen Y)
Hiring the Silver Generation• Over 300 mature job seekers and employees• Focus groups + Interviews• Practical Insights: Employers – Review policies to be more age-friendly Mature Job Seekers – Enhance Employability
Key Findings“Successful” tended to have more age-diverseinterviewers Age Composition of Interviewers Young Similar Age/ Older Mixture of Young and Old"Unsuccessful" 55.4% 28.7% 15.8% "Successful" 41.7% 36.9% 21.4%
Findings/Suggestions Review composition of interviewers / selection panel – Include an older interviewer – Ensure all interviewers are trained on merit-based selection Adopt age friendly practices – Give regular feedback on performance – Assign a buddy (ideally similar age) to ease settling in – Seek to understand differing life-stage needs of mature hires – Continue to provide training opportunities for mature hires – Provide age management training especially for younger supervisors.
Suggestions for Employers Explore non-internet means of reaching mature talent Offer part time or flexible work options to attract those who can and want to contribute but can‟t commit to full- time work Implement health management programmes
Implications•Important for organisations to understand theissues and acquire required skills• Capability development is for CEO, HR,supervisors, colleagues and mature employeesthemselves.•Mindset change is key (difficult when defensive).This is a long term effort.• Link with Disability as we are ALL getting older•More complex with multiple discrimination.•Make accommodations for life-stage but beware ofdysfunctional rescuing