Occupational health and safety has to be adapted for the aging workplace in order to be effective. By integrating best practices for the aging worker, OH&S may successfully be integrated into an organization's culture and safety is assured, every step of the way.
Global Scenario On Sustainable and Resilient Coconut Industry by Dr. Jelfina...
OH&S Aging Workplace Nov 2014
1. NOVEMBER 18 & 19, 2014
OCCUPATIONAL HEALTH AND SAFETY
CONFERENCE
CHRIS HYLTON, MA
ACKNOWLEDGEMENT:
ADRIANE WHITNEY
Impact of the Aging Workforce
on OHS Practices
2. Disclaimer
2
The information presented to you today is considered
to be general best practices for organizations across
Canada. The information is not intended to provide
legal counsel or legal advice.
3. Learning Objectives
Understanding age trends in the workplace
The needs of mature workers
Helping mature workers stay safe and healthy in the
workplace
Companies that are getting it right!
3
5. Changing Workplaces
5
More people are living longer
People are able to work
with medical conditions
and disabilities that
precluded them from
work in the past
Many retirees are
coming back to work
full time, part time, and
as consultants
9. Global Workforce Aging Trends
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
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10. Consider This
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Peak physical performance
Age 25
Peak muscle strength
Between age 19 and 30
Manual dexterity, joint mobility,
vision, hearing
Decrease with age
11. Why It Matters
11
Workforces are now starting to feel the full impact of
the aging workforce
Employers need talent, skills, knowledge, and
experience on their teams
Mature workers need engagement, income,
flexibility, and value
14. Basic Needs For All Generations
Respectful and inclusive workplace
Health and Safety strategies
Clearly defined performance expectations
Access to tools, resources, feedback, and coaching to
encourage success
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16. Give Them What They Want!
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Engagement
Flexibility
Safety Growth
Value
Income
17. Dispelling the Myths about Mature Workers
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Myth
Mature workers don’t fit into an energetic and fast
paced workplace
Reality
Older workers are motivated to exceed
expectations
Older workers have a high retention rate for
learning new skills
18. Dispelling the Myths about Mature Workers
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Myth
Mature workers are not willing to share job
information and skills; they want to prevent younger
workers from advancing
Reality
Mature workers can be effective mentors
19. Dispelling the Myths about Mature Workers
19
Myth
The cost of employing mature workers is higher than
the cost of employing younger workers
Reality
Mature workers have higher productivity
Mature workers have fewer absences
Benefit coverage is less expensive as it does
not typically include multiple dependents
21. Understanding Age Management
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.”
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25. Physical Risks
25
Accumulation injuries
Repetitive strain injuries, wear and tear resulting from years of
performing similar activities
Hearing and vision loss
Strains and sprains
Common due to loss of strength, flexibility, and endurance which
occurs as our bodies age
Cardiopulmonary changes
Increased risk of overexertion; changes to tolerance for heat and cold
Falls
Caused by decreased balance, vision changes, slower reaction times
27. Health and Safety
Ergonomics
• Minimizing
hazards
• Setting up
for success
Job Demands
• Changing
bodies,
changing
demands
Training
• Maintaining
safe work
skills
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28. Ergonomics and Universal Design
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An approach to the design of products, services, and
environments to be as usable as possible by as many
people as possible regardless of age, ability, or
situation.
Source: Wikipedia
29. Principles of Universal Design
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Equitable use
Flexibility in use
Simple and intuitive
Noticeable information
Tolerance for error
Low physical effort
Size and space for approach
and use
39. Incorporating Universal Design Principles
39
Prevention through Universal Design
When creating a new office space or making changes,
incorporate these design principles into the process
Pre-task planning
Consider these principles when adding new tasks or
determining best way to have a task completed
Tool selection
When purchasing tools and equipment, select based on
meeting these principles of design
40. Prevention Through Design
40
Design to reduce risk of injury and illness by
integrating decisions affecting safety and health
during stages of the design process
Hazard: Power lines suspended above a construction site are
an electrical hazard
Solution: Design to allow adequate clearance between the
structure and the power lines; bury, disconnect, or reroute
existing power lines around the site BEFORE construction
begins
41. Fall Prevention via Design
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Locate mechanical equipment on the ground or away
from edge of heights
Specify fixed stairways and ladders
Specify 39-45 inch high windowsills
Specify permanent anchorage points for personal fall
arrest systems
43. Principles of Universal Design
43
Fairness in use
Flexibility in use
Simple and intuitive
Noticeable information
Tolerance for error
Low physical effort
Size and space for approach
and use
44. Job Demands
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Most jobs can be modified or rearranged in order to
maximize efficiency and minimize risk for injury
49. Physical Demands
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Auditory requirements
Work in an area with less background noise
Increase communication via written instructions
Telephone work with adjustable volumes for the ringer and the
handset and speaker
Work in smaller area, closer to other coworkers
50. Physical Demands
50
Visual demands
Modify workstation to ensure reduced peripheral visual field is
not an issue
Increase font size on monitors
Reduce screen glare
Ensure adequate light transmission
Modify documents to a simpler layout that is easy to read
51. Training
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Regular training opportunities
Practically based training
Fit training into what they already know
Provide the justification and logic behind the
training and procedures
52. Special Considerations for Training
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Provide short, clearly written instructions
Ensure training material is easily legible and that the
information is not overwhelmed by a busy design
and graphics
Allow additional practice time
Minimize distractions during
training
54. Deloitte
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
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55. BMW Group
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
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56. National Institutes of Health
Recruitment
Workplace culture
Recognizing the caregiver
Flexible work arrangements
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