Workshop 06


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

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  • Project funded under the innovative approaches to change funding stream – demographic change Project started in late Nov 2005 and continues until Nov 2007
  • Workshop 06

    1. 1. 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 Contact: Dr Andrea Winkelmann-Gleed WLRI, London Metropolitan University Email: [email_address]
    2. 2. Key project aims & objectives <ul><li>Contribution to ageing workforce policy awareness through national and European discussions </li></ul><ul><li>Increase awareness of the issue among national stakeholders </li></ul><ul><li>Develop guidelines that will improve both individual choice and societal well-being </li></ul>
    3. 3. CAWA project partners <ul><li>AUSTRIA: Forschungs- und Beratungsstelle Arbeitswelt - FORBA </li></ul><ul><li>SWEDEN: Goteburg University Department of Work Science </li></ul><ul><li>SPAIN: ESCUELA DE RELACIONES LABORALES Universidad Complutense de Madrid </li></ul><ul><li>BULGARIA: Institut za finansovi prouchvania i inovatzii (IFPI) (Institute for Financial Studies and Innovations </li></ul><ul><li>UK - Coordinating partner: Working Lives Research Institute – WLRI, London Metropolitan University </li></ul>
    4. 4. Employment sectors covered <ul><li>National workshops: sectoral discussions of best practice: </li></ul><ul><ul><li>Austria: metal industry & hotels, restaurants and tourism </li></ul></ul><ul><ul><li>Spain: hotels, restaurants and tourism & small retail businesses </li></ul></ul><ul><ul><li>Sweden: banking; construction, gas engineering & secondary teachers </li></ul></ul><ul><ul><li>UK: London bus drivers; gas engineering & NHS public health care </li></ul></ul><ul><li>National summary reports and sectoral case study reports – see: </li></ul>
    5. 5. Why do older people want to work? <ul><li>Retain Job Satisfaction, sense of work collective </li></ul><ul><li>Income dependency and embedded work ethic </li></ul><ul><li>Changes in pension arrangements </li></ul><ul><li>Wait until partner retires </li></ul><ul><li>Opportunity to go Part Time </li></ul><ul><li>Easier to stay than find work elsewhere </li></ul><ul><li>Bus driving no longer physically tiring </li></ul><ul><li>Generally improved health of population </li></ul>
    6. 6. British Gas Engineering Academy Creative Approaches To Workforce Ageing
    7. 7. <ul><li>Our vision is: </li></ul><ul><li>Working together, we keep homes working </li></ul><ul><li>Our strategy is to drive long term customer value and loyalty through excellent service delivery, based on a deep understanding of customers’ needs </li></ul>British Gas Services
    8. 8. British Gas Services Key Facts <ul><li>£1.2 billion turnover </li></ul><ul><li>Over 6,900 Gas Engineers & Plumbers </li></ul><ul><li>Over 1,020 Gas CH Installers </li></ul><ul><li>640 White Goods Engineers/ Electricians </li></ul><ul><li>500 Franchised Drainage Engineers </li></ul><ul><li>900 Trainees </li></ul><ul><li>8.9m Jobs p.a. </li></ul><ul><li>Single National Parts Centre </li></ul>Leeds Uddingston Stockport Leicester Oldbury Area Service Centre
    9. 9. Age Profile 2002
    10. 10. Knowledge and Experience Retention <ul><li>Transfer of knowledge through mentoring </li></ul><ul><li>Buddy system for Apprentices with experienced engineers </li></ul><ul><li>Experienced engineers become field assessors </li></ul><ul><li>Helps retain engineers with ill health or incapacity issues </li></ul>
    11. 11. Life Style Contracts <ul><li>Designed to be more flexible </li></ul><ul><li>Work patterns blend business and individual requirements </li></ul><ul><li>Individual and Team Reward packages </li></ul><ul><li>Engineer achieve assessors qualification </li></ul><ul><li>Terms and conditions reflect engineers choice </li></ul>
    12. 12. 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 .
    13. 13. Presentation of cases Upper secondary school, City of Göteborg <ul><li>Background: </li></ul><ul><li>50 per cent of teachers are 55 years or older </li></ul><ul><li>25 per cent of teachers will retire within five years </li></ul><ul><li>Basic idea: </li></ul><ul><li>Competence transfer </li></ul><ul><li>Experienced older teachers work as mentors and get reduced lecturing time (class room time). </li></ul><ul><li>Same working hours and salary </li></ul><ul><li>New(ly) employed teachers get a mentor and participate in a special program for one year. </li></ul><ul><li>Trial period for two years, centrally funded </li></ul>
    14. 14. Presentation of cases: Swedish Construction industry, Galaxen (The Galaxy) <ul><li>Background: </li></ul><ul><li>Problems with high levels of sickness leave and sickness pension within construction industry. </li></ul><ul><li>One of two construction workers continue to work until retirement age </li></ul><ul><li>Offer from Minister of Labour in 1985 to labour market organisations (=Employers organisations and trade unions) to come up with suggestions </li></ul><ul><li>Basic idea: </li></ul><ul><li>Co-operation between employment office, employers, employer organisations and unions within the construction industry. </li></ul><ul><li>Individual rehabilitation programmes for employed and unemployed workers with reduced work capacity. </li></ul><ul><li>Local organisations to improve successful placements </li></ul>
    15. 15. Presentation of cases: Galaxen
    16. 16. The CAWA film <ul><li>Four workforce ageing examples from different industries. </li></ul><ul><li>Purpose is to create a discussion and serve as inspiration among social partners. </li></ul>
    17. 17. Preliminary results from CAWA Creative Approaches for Workforce Ageing <ul><li>The policy must be a long term strategy to be successful. Projects are not enough. </li></ul><ul><li>The policy or model must be (economically) profitable. </li></ul><ul><li>There must be support for the model from top management to ensure success at the local level. Consensus between management and union is important. </li></ul><ul><li>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. </li></ul><ul><li>Influence on hours of work facilitates for workers to stay in the labour market. </li></ul><ul><li>The mentorship means positive attention, not only for older workers. </li></ul><ul><li>Raising awareness of older workers, their competence and needs must continue </li></ul><ul><li>Codes for good practice in workforce ageing must be adjusted to the receiver, e.g. workplaces, management, politicians and legislators. </li></ul>
    18. 18. CAWA Conference 13 November 2007