This Sponsor led speaker session was hosted and presented by Jason Allison, Chief Workers Compenation Portfolio & Underwriting Management, GIO and Prof. Philip Taylor, Professor, Monash University.
It was a thought provoking workshop to review the challenges being created by the demographic changes and how to turn them into opportunities for your organisation.
It will help you understand the trends associated with the ageing workforce, learn about the financial implications and mitigation strategies.
Their main focus is the current issue that demographic changes are taking place in Australia. Workers Compensation system is likely to take on a significant percentage of the ageing population's health care costs due to the prolongation of working careers. In fact, as the workforce increases by a further 25% over the next 4 decades only about 5% will come from workers aged less than 54 years old, whilst more than 200% growth is expected for workers aged 65 years and over.
GIO will continue to partner with government and other seriously minded organisations to develop appropriate solutions to emerging issues created by these types of social and financial changes.
This thought provoking workshop reviewed the challenges being created by these demographic changes and how to turn them into opportunities for your organisation.
It enables OHS leaders to:
- Refresh your understanding of the trends associated with the ageing workforce
- Gain insight into the latest research from global subject matter and GIO experts
- Learn about hard hitting social and financial implications and mitigation strategies
- Recap systemic threats triggered by the ageing workforce
- Inspire decision makers to evaluate their organisation's eco-system in connection with the domestic and international economy
- Be prepared for future challenges and seize opportunities in rapidly changing environments
- Decision makers receive quality information to navigate through uncertainty
The Blurring of Job Loyalties, Social Collaboration and Personal FreedomRawn Shah
This document provides a summary of a presentation given by Rawn Shah at the IBM Academy of Technology 3rd Conference on Humans and Technology in 2011. The presentation discusses how the nature of work is evolving from traditional full-time employment models to more flexible models incorporating freelance and contingent work. It notes that lines between work and personal lives are blurring as people can work remotely and across time zones. The presentation argues this shift requires new work skills for managing workloads, networks, identity, reputation and personal data across different roles and employers. It also discusses how organizations can support these new work environments and skills through social business capabilities, transparency on data use, and training in future workforce skills.
This is one of the handouts that participants of Banks International’s program, Culture Audit Interviews, receive and is one of the base documents attendees at the 21st Century Organizations can also receive.
NDA is responsible for decommissioning nuclear sites and managing nuclear waste in the UK. It oversees this work through contracts with specialized site license companies. Motivating its workforce is critical to achieving its objectives. NDA uses an approach based on Theory Y assumptions, focusing on training, development, empowerment, and work-life balance. It applies motivation theory in practice through job enrichment, performance-related pay, and investing in its employees' long-term careers and well-being. Motivation can provide competitive advantages like increased productivity, innovation, and employee retention.
1. The document examines work stress among employees in the life insurance industry in India. It analyzes the impact of changes like globalization, privatization, and new technologies on stress levels.
2. The study aims to understand the causes of work stress, its impact on employee performance, and strategies to cope with stress among employees of Life Insurance Corporation of India in Chandigarh.
3. Primary data was collected through questionnaires from 471 employees and analyzed using statistical techniques like t-tests and regression analysis. The results provide suggestions for reducing employee stress through improved work conditions and policies.
This document provides an overview of organizational behaviour concepts. It discusses how organizational behaviour involves studying individual and group behavior within organizations and how that impacts organizational performance. It also summarizes several key approaches to organizational behaviour, including classical, human relations, and neo-human relations approaches. Specifically, it outlines concepts from theorists like Weber, Taylor, Mayo, Maslow, Herzberg, and McGregor and their views on bureaucracy, scientific management, motivation, and management styles.
The document introduces the field of organizational behavior and discusses key trends influencing organizations. It describes how globalization, a changing workforce, new employment relationships, virtual work, and an emphasis on values and ethics are impacting organizations. Additionally, it outlines several anchors that define the field of organizational behavior, including viewing organizations through multiple levels of analysis, a multidisciplinary approach, contingency thinking, and that organizations operate within open systems.
The document discusses how HR can promote self-knowledge to drive leadership development. It suggests that HR take on a strategic role by understanding new productivity drivers like the talent mismatch between skills needed and supplied. This will help develop a new breed of leaders. HR can install a coaching culture, conduct values assessments, and promote 360-degree feedback to stimulate self-reflection. Developing self-awareness is key to emotional intelligence and allows leaders to understand their strengths, weaknesses, and impact on others.
The Blurring of Job Loyalties, Social Collaboration and Personal FreedomRawn Shah
This document provides a summary of a presentation given by Rawn Shah at the IBM Academy of Technology 3rd Conference on Humans and Technology in 2011. The presentation discusses how the nature of work is evolving from traditional full-time employment models to more flexible models incorporating freelance and contingent work. It notes that lines between work and personal lives are blurring as people can work remotely and across time zones. The presentation argues this shift requires new work skills for managing workloads, networks, identity, reputation and personal data across different roles and employers. It also discusses how organizations can support these new work environments and skills through social business capabilities, transparency on data use, and training in future workforce skills.
This is one of the handouts that participants of Banks International’s program, Culture Audit Interviews, receive and is one of the base documents attendees at the 21st Century Organizations can also receive.
NDA is responsible for decommissioning nuclear sites and managing nuclear waste in the UK. It oversees this work through contracts with specialized site license companies. Motivating its workforce is critical to achieving its objectives. NDA uses an approach based on Theory Y assumptions, focusing on training, development, empowerment, and work-life balance. It applies motivation theory in practice through job enrichment, performance-related pay, and investing in its employees' long-term careers and well-being. Motivation can provide competitive advantages like increased productivity, innovation, and employee retention.
1. The document examines work stress among employees in the life insurance industry in India. It analyzes the impact of changes like globalization, privatization, and new technologies on stress levels.
2. The study aims to understand the causes of work stress, its impact on employee performance, and strategies to cope with stress among employees of Life Insurance Corporation of India in Chandigarh.
3. Primary data was collected through questionnaires from 471 employees and analyzed using statistical techniques like t-tests and regression analysis. The results provide suggestions for reducing employee stress through improved work conditions and policies.
This document provides an overview of organizational behaviour concepts. It discusses how organizational behaviour involves studying individual and group behavior within organizations and how that impacts organizational performance. It also summarizes several key approaches to organizational behaviour, including classical, human relations, and neo-human relations approaches. Specifically, it outlines concepts from theorists like Weber, Taylor, Mayo, Maslow, Herzberg, and McGregor and their views on bureaucracy, scientific management, motivation, and management styles.
The document introduces the field of organizational behavior and discusses key trends influencing organizations. It describes how globalization, a changing workforce, new employment relationships, virtual work, and an emphasis on values and ethics are impacting organizations. Additionally, it outlines several anchors that define the field of organizational behavior, including viewing organizations through multiple levels of analysis, a multidisciplinary approach, contingency thinking, and that organizations operate within open systems.
The document discusses how HR can promote self-knowledge to drive leadership development. It suggests that HR take on a strategic role by understanding new productivity drivers like the talent mismatch between skills needed and supplied. This will help develop a new breed of leaders. HR can install a coaching culture, conduct values assessments, and promote 360-degree feedback to stimulate self-reflection. Developing self-awareness is key to emotional intelligence and allows leaders to understand their strengths, weaknesses, and impact on others.
This chapter introduces organizational behavior and defines it as the study of how individuals, groups, and structure impact behavior within organizations. It discusses the importance of interpersonal skills in the workplace and identifies management functions as planning, organizing, leading, and controlling. The chapter also outlines the major behavioral science disciplines that contribute to OB, including psychology, sociology, anthropology, and explains that few absolutes apply due to situational factors. Finally, it discusses the three levels of analysis in OB - inputs, processes, and outcomes.
The Neuroscience of Wisdom - The Development and Application of Wisdom in a B...Merryck_Mentors
In this February 5, 2013 webcast we explore the leadership development link between age and wisdom. In an era when an increasing number of executives assume top leadership roles at a younger age, is this an area of business risk or business opportunity? And is "wisdom" itself even a term that has cachet in a C-suite or HiPo context, or is it the elephant in the room as seasoned leaders prepare for retirement?
In this discussion, Dr Ethan Kross from the University of Michigan and Merryck CEO David Reimer review the latest research on wisdom and its implications for talent professionals. Key discussion points included:
- What does "wisdom" mean in a business and complex problem-solving context?
- What does the latest research tell us about wisdom and the brain as it ages?
- Does wisdom produce meaningful differences in approaches to problem-solving?
- Can a person's wisdom be developed earlier (younger) in their career?
- What specific strategies have been lab-tested, and how are large companies deploying similar efforts?
This webcast is part of our ongoing 2013 exploration of effective experience and knowledge transfer at the tops of organizations as a result of generational turnover.
Technology is an enabler that allows for a complete human resource management strategy. The document discusses how technology can help address challenges facing HR professionals, including globalization, economic crises, disengaged employees, and multiple generations in the workforce. It also summarizes how technology can help engage employees and increase organizational performance and profitability. Finally, it provides an overview of Uni Systems, a company that implements Oracle's PeopleSoft HCM software to provide a complete HCM solution.
Introduction to the field of organizational behaviorAileen Mae Doroja
This document provides an introduction to organizational behavior by outlining several key topics:
1) It describes different types of individual workplace behaviors such as task performance, organizational citizenship, and counterproductive behaviors.
2) It discusses contemporary challenges for organizations like globalization and increasing workforce diversity.
3) It outlines some of the foundations of organizational behavior knowledge including types of individual behaviors and how factors like globalization and diversity impact workplaces.
This chapter introduces organizational behavior (OB) and describes its key concepts. It defines OB as the field studying how individuals, groups, and structure influence workplace behavior. The chapter outlines the manager's functions of planning, organizing, leading, staffing, and controlling work. Effective managers need strong technical, human, and conceptual skills. Studying OB systematically and using evidence-based management can help managers understand workplace behavior better than relying solely on intuition. While few absolute rules govern OB, the field provides insights into challenges like globalization, diversity, and enhancing employee well-being and performance.
Human Performance Institute Presentation 2010callredge
The document discusses how organizations are facing a human energy crisis, with disengaged employees costing businesses billions each year. It summarizes survey results showing high percentages of disengaged senior executives and employees. The Corporate Athlete program is introduced as a proven approach to expanding personal energy from the inside out. The program teaches comprehensive energy management skills across physical, emotional, mental, and spiritual dimensions to drive full engagement and benefits organizations through improved performance and health/wellness initiatives.
Simplyhealth's engaging employees through health and wellbeing reportSimplyhealthUK
Over the years, a lot of research has been conducted on the subject of employee engagement. Although health and wellbeing is only one factor in engagement, it is clearly relevant, both in direct terms through reduced absenteeism, and indirectly via supporting enhanced discretionary effort through generating a feeling of being valued. So what does this new research by Simplyhealth say?
Facebook prioritizes maintaining its strong organizational culture as it expands globally. Sarah Smith, head of Facebook's Austin operations, states that maintaining culture is one of the company's top priorities. Organizational culture consists of the shared values and assumptions within a company. It defines what is important and shapes employee behavior. Companies have dominant cultures as well as subcultures that can enhance or oppose the dominant culture. Changing a culture involves actions from leaders to align artifacts, introduce culturally consistent rewards, and properly socialize new employees.
12 key competencies of university studentsDwin Cancino
The document outlines 12 key competencies for university students: 1) communicating effectively both verbally and in writing, 2) using scientific inquiry and critical thinking, 3) being technologically literate, 4) engaging in self-learning, 5) working effectively in diverse environments, 6) demonstrating ethical leadership and teamwork, 7) performing with integrity, 8) solving problems collaboratively, 9) committing to lifelong learning, 10) balancing work and community life, 11) managing oneself and change, and 12) delivering information in a compelling manner. The competencies emphasize skills like communication, critical thinking, ethics, and adaptability that are important for career and lifelong success.
Stepping Up to Operational Safety ExcellenceLarry McCraw
This document discusses achieving operational safety excellence in organizations. It outlines a 4-stage model for improving an organization's safety culture and performance: 1) SWAMP (Safety Without Any Management Process), 2) NORM (Naturally Occurring Reactive Management), 3) Excellence, and 4) World Class. Each stage requires confronting problems and shifting mindsets, such as focusing on systems rather than people. True excellence integrates safety rather than having separate programs. World-class safety is led by a culture where safety is a core value and accidents are unacceptable.
This document discusses organizational behavior and related concepts. It defines organizational behavior as the study of how individuals and groups act within organizations. It then summarizes several key elements of organizational behavior, including elements that make up organizations, common models of organizational behavior, the role of social systems and culture, and the impact of individuals on organizations. The document also briefly discusses organization development, quality of work life, job enrichment, and action learning as relevant topics within organizational behavior.
The document outlines the key concepts of human resource management (HRM). It discusses HRM perspectives, the evolution of HR functions in organizations, and the goals of HRM, which include attracting and maintaining qualified employees, promoting individual growth, and contributing to organizational effectiveness. The document also examines the role of HR managers and how the HR function is implemented differently in small versus large organizations.
Here are some questions to guide your discussion:
- What challenges did you face in aligning interests?
- How did you navigate conflicting priorities?
- What helped/hindered effective collaboration?
- What lessons can you take for managing complexity?
Discuss for 15 minutes.
The Spaghetti Tower - Key Takeaways
As a large group:
What are the key insights you gained from this exercise about:
- Managing complexity
- Aligning interests in complex environments
- Collaboration across conflicting priorities
How can these insights help you be more effective managers at NICE?
Discuss for 15 minutes.
Share 2 key takeaways each
AV RCI (c) "Индекс конкуренции регионов - полюса роста России"Alexey Krylovskiy
AV Group при поддержке Экспертного совета «Потенциал России» проведено комплексное исследование конкурентоспособности регионов России, сформирована модель управления экономики будущего AV Regions Galaxy Model (c), и разработан «Индекс конкуренции регионов – полюса роста России» (c).
Este documento parece ser un informe de varias páginas. No hay información sustantiva proporcionada en el texto dado, solo una lista de números de página. Por lo tanto, no es posible proporcionar un resumen significativo con la información dada.
DW Morton has successfully completed a training course on understanding and implementing quality management systems based on ISO 9001:2015 standards. The course covered the requirements for a quality management system and assessed Morton's knowledge against unit standards for demonstrating an understanding of quality requirements. The certificate verifies Morton's attendance and passing of the formative sections from 2016-09-26 to 2016-09-30.
This chapter introduces organizational behavior and defines it as the study of how individuals, groups, and structure impact behavior within organizations. It discusses the importance of interpersonal skills in the workplace and identifies management functions as planning, organizing, leading, and controlling. The chapter also outlines the major behavioral science disciplines that contribute to OB, including psychology, sociology, anthropology, and explains that few absolutes apply due to situational factors. Finally, it discusses the three levels of analysis in OB - inputs, processes, and outcomes.
The Neuroscience of Wisdom - The Development and Application of Wisdom in a B...Merryck_Mentors
In this February 5, 2013 webcast we explore the leadership development link between age and wisdom. In an era when an increasing number of executives assume top leadership roles at a younger age, is this an area of business risk or business opportunity? And is "wisdom" itself even a term that has cachet in a C-suite or HiPo context, or is it the elephant in the room as seasoned leaders prepare for retirement?
In this discussion, Dr Ethan Kross from the University of Michigan and Merryck CEO David Reimer review the latest research on wisdom and its implications for talent professionals. Key discussion points included:
- What does "wisdom" mean in a business and complex problem-solving context?
- What does the latest research tell us about wisdom and the brain as it ages?
- Does wisdom produce meaningful differences in approaches to problem-solving?
- Can a person's wisdom be developed earlier (younger) in their career?
- What specific strategies have been lab-tested, and how are large companies deploying similar efforts?
This webcast is part of our ongoing 2013 exploration of effective experience and knowledge transfer at the tops of organizations as a result of generational turnover.
Technology is an enabler that allows for a complete human resource management strategy. The document discusses how technology can help address challenges facing HR professionals, including globalization, economic crises, disengaged employees, and multiple generations in the workforce. It also summarizes how technology can help engage employees and increase organizational performance and profitability. Finally, it provides an overview of Uni Systems, a company that implements Oracle's PeopleSoft HCM software to provide a complete HCM solution.
Introduction to the field of organizational behaviorAileen Mae Doroja
This document provides an introduction to organizational behavior by outlining several key topics:
1) It describes different types of individual workplace behaviors such as task performance, organizational citizenship, and counterproductive behaviors.
2) It discusses contemporary challenges for organizations like globalization and increasing workforce diversity.
3) It outlines some of the foundations of organizational behavior knowledge including types of individual behaviors and how factors like globalization and diversity impact workplaces.
This chapter introduces organizational behavior (OB) and describes its key concepts. It defines OB as the field studying how individuals, groups, and structure influence workplace behavior. The chapter outlines the manager's functions of planning, organizing, leading, staffing, and controlling work. Effective managers need strong technical, human, and conceptual skills. Studying OB systematically and using evidence-based management can help managers understand workplace behavior better than relying solely on intuition. While few absolute rules govern OB, the field provides insights into challenges like globalization, diversity, and enhancing employee well-being and performance.
Human Performance Institute Presentation 2010callredge
The document discusses how organizations are facing a human energy crisis, with disengaged employees costing businesses billions each year. It summarizes survey results showing high percentages of disengaged senior executives and employees. The Corporate Athlete program is introduced as a proven approach to expanding personal energy from the inside out. The program teaches comprehensive energy management skills across physical, emotional, mental, and spiritual dimensions to drive full engagement and benefits organizations through improved performance and health/wellness initiatives.
Simplyhealth's engaging employees through health and wellbeing reportSimplyhealthUK
Over the years, a lot of research has been conducted on the subject of employee engagement. Although health and wellbeing is only one factor in engagement, it is clearly relevant, both in direct terms through reduced absenteeism, and indirectly via supporting enhanced discretionary effort through generating a feeling of being valued. So what does this new research by Simplyhealth say?
Facebook prioritizes maintaining its strong organizational culture as it expands globally. Sarah Smith, head of Facebook's Austin operations, states that maintaining culture is one of the company's top priorities. Organizational culture consists of the shared values and assumptions within a company. It defines what is important and shapes employee behavior. Companies have dominant cultures as well as subcultures that can enhance or oppose the dominant culture. Changing a culture involves actions from leaders to align artifacts, introduce culturally consistent rewards, and properly socialize new employees.
12 key competencies of university studentsDwin Cancino
The document outlines 12 key competencies for university students: 1) communicating effectively both verbally and in writing, 2) using scientific inquiry and critical thinking, 3) being technologically literate, 4) engaging in self-learning, 5) working effectively in diverse environments, 6) demonstrating ethical leadership and teamwork, 7) performing with integrity, 8) solving problems collaboratively, 9) committing to lifelong learning, 10) balancing work and community life, 11) managing oneself and change, and 12) delivering information in a compelling manner. The competencies emphasize skills like communication, critical thinking, ethics, and adaptability that are important for career and lifelong success.
Stepping Up to Operational Safety ExcellenceLarry McCraw
This document discusses achieving operational safety excellence in organizations. It outlines a 4-stage model for improving an organization's safety culture and performance: 1) SWAMP (Safety Without Any Management Process), 2) NORM (Naturally Occurring Reactive Management), 3) Excellence, and 4) World Class. Each stage requires confronting problems and shifting mindsets, such as focusing on systems rather than people. True excellence integrates safety rather than having separate programs. World-class safety is led by a culture where safety is a core value and accidents are unacceptable.
This document discusses organizational behavior and related concepts. It defines organizational behavior as the study of how individuals and groups act within organizations. It then summarizes several key elements of organizational behavior, including elements that make up organizations, common models of organizational behavior, the role of social systems and culture, and the impact of individuals on organizations. The document also briefly discusses organization development, quality of work life, job enrichment, and action learning as relevant topics within organizational behavior.
The document outlines the key concepts of human resource management (HRM). It discusses HRM perspectives, the evolution of HR functions in organizations, and the goals of HRM, which include attracting and maintaining qualified employees, promoting individual growth, and contributing to organizational effectiveness. The document also examines the role of HR managers and how the HR function is implemented differently in small versus large organizations.
Here are some questions to guide your discussion:
- What challenges did you face in aligning interests?
- How did you navigate conflicting priorities?
- What helped/hindered effective collaboration?
- What lessons can you take for managing complexity?
Discuss for 15 minutes.
The Spaghetti Tower - Key Takeaways
As a large group:
What are the key insights you gained from this exercise about:
- Managing complexity
- Aligning interests in complex environments
- Collaboration across conflicting priorities
How can these insights help you be more effective managers at NICE?
Discuss for 15 minutes.
Share 2 key takeaways each
AV RCI (c) "Индекс конкуренции регионов - полюса роста России"Alexey Krylovskiy
AV Group при поддержке Экспертного совета «Потенциал России» проведено комплексное исследование конкурентоспособности регионов России, сформирована модель управления экономики будущего AV Regions Galaxy Model (c), и разработан «Индекс конкуренции регионов – полюса роста России» (c).
Este documento parece ser un informe de varias páginas. No hay información sustantiva proporcionada en el texto dado, solo una lista de números de página. Por lo tanto, no es posible proporcionar un resumen significativo con la información dada.
DW Morton has successfully completed a training course on understanding and implementing quality management systems based on ISO 9001:2015 standards. The course covered the requirements for a quality management system and assessed Morton's knowledge against unit standards for demonstrating an understanding of quality requirements. The certificate verifies Morton's attendance and passing of the formative sections from 2016-09-26 to 2016-09-30.
Guru-guru di Sekolah Kebangsaan Kampung Melayu, Kulai Johor secara umumnya telah mengamalkan etika profesion perguruan dalam tanggungjawab mereka terhadap pelajar, rakan sejawat, masyarakat dan negara serta ibu bapa. Kajian soal selidik mendapati guru-guru memberikan persetujuan tinggi terhadap amalan etika profesion dalam aspek-aspek yang dikaji dengan purata persetujuan le
The document summarizes research on strategies to address the aging workforce. It discusses how the aging population will disproportionately impact the workforce and necessitate broad collaborative responses from government, business, academia, and society. It provides examples of initiatives being taken by these groups to promote work ability and prolong working lives through health promotion, skills training, flexible work arrangements, and age-friendly work design.
As a nation, we are living longer, healthier lives. Combined with declining birth rates, the age profile of the British population is changing significantly. Consequently, so is that of the workforce.
The Department for Work and Pensions calculates there are currently around 1.4 million people over the current State Pension Age who are in work, including 800,000 over 65 years. At the same time, the number of young people of working age is falling. These changes make it vital for organisations to draw on the talents of older workers.
Change has also been driven by the law. In 2006, the Employment Equality (Age) Regulations were introduced, making it illegal to discriminate against workers on the grounds of age in recruitment, promotion and training. The Regulations also
introduced a Default Retirement Age of 65, with compulsory retirement ages below 65 only permitted if they could be objectively justified.
Further change can be expected. In 2010, the new Coalition Government announced its intention to phase out the Default Retirement Age altogether, allowing people more opportunity to extend their working lives in ways that address their own
needs. This will increase the personalisation of retirement ages and offer employers new opportunities to access the talent and skills needed to sustain business activities.
On 1 October 2006, it became unlawful to discriminate against employees, workers and job applicants on the grounds of their age.
This CMI guide provides insight and instruction on what the legislation is and how your company should deal with it.
The document discusses several key aspects of India's labor market and industrial relations system. It notes that the Indian economy has transitioned from import substitution post-independence to economic liberalization. The labor force is predominantly casual and informal, with only 13% in regular wage employment. There are concerns around job creation, skills, mobility, productivity and competitiveness. Industrial relations involve multiple parties like workers, management, unions and the government and are influenced by economic, social, political and technological factors. The state plays a role in regulating labor issues through various laws and policies.
The document discusses concerns about managing mature employees in organizations as the average employee age rises. The top concern is that physical job requirements may exceed the abilities of mature and older workers. Additionally, health and insurance costs are expected to increase with an aging workforce. Mature employees are also sometimes unwilling to change or learn new technologies. Flexible schedules are not always available to accommodate part-time or flexible work arrangements for older employees.
The document discusses concerns about managing mature employees in organizations as the average employee age rises. The top concern is that physical job requirements may exceed the abilities of mature and older workers. Additionally, health and insurance costs are expected to increase with an aging workforce. Mature employees are also sometimes unwilling to change or learn new technologies. Flexible schedules are not always available to accommodate part-time or flexible work arrangements for older employees.
This document summarizes a research article about employee engagement. It discusses how employee engagement has become an important topic for organizations in retaining top talent. The document defines employee engagement as the level of commitment and involvement an employee has towards their organization. It highlights some of the challenges in engaging today's workforce, such as retaining knowledge workers. The objectives are to review literature on key aspects of employee engagement like drivers, measurement, and impact on productivity. The methodology used includes a literature review of past research studies. Key findings discuss how the concept of employee engagement evolved and how corporate culture influences engagement levels.
On behalf of the Safety Institute of Australia, we invite you to join us for an informative webinar at 2:30pm (AEST) on Wednesday 11 April 2018 titled: From Research to Best Practice in Workplace Health and Wellbeing.
This session takes attendees through the learning from current research and how that translates into practical workplace programs in the digital era.
The presentation will include case studies from building, construction and transport industries.
SPEAKER
James Mills, Director of Operations ,OzHelp | Director – National Workplace Wellness Symposium
James is passionate about using innovation and technology to drive operational and service excellence. James was the driving force behind the design and implementation of the Workplace Tune Up program in conjunction with the University of Wollongong Graduate School of Medicine. A program that gives organisations unprecedented capability in identifying and supporting their at risk employees whilst at the same time gaining an understanding of the impact of workplace practices on the mental health and wellbeing of employees.
James combines a degree in psychology from the Australian National University with experience in senior private sector leadership roles, small business and most recently in the mental health sector to bring innovative and effective solutions to employee health and wellbeing programs reaching over 30,000 employees per- annum.
The document provides an overview of a study on employee attrition. It discusses how attrition affects businesses and the objectives of studying attrition factors. A survey was conducted to determine key job factors that influence attrition, including job content, responsibilities, career growth and job context such as work environment and compensation. The study aims to identify whether job content or context has a greater impact on attrition and help predict future attrition rates. It also provides background on attrition in the business process outsourcing industry and common reasons why employees leave their jobs.
In Conversation With Peter Mills - HRD Sydney Water - Challenges Faced by an ...PeterGoddard
Peter Mills, General Manager of HR at Sydney Water, discusses the challenges of an aging workforce. Some key points:
- 25% of Sydney Water employees leave at the official retirement age of 65, but 47% are uncertain about their retirement timing, making workforce planning difficult.
- People are working longer for various reasons, such as supporting children through education or caring for elderly parents. Health issues also cause some to work longer.
- Critical roles like water engineers are at risk when experienced employees retire, as they are difficult to replace.
- Sydney Water conducts workforce audits to understand metrics and risks around critical positions being vacated, and designs programs to retain employees, like their graduate scheme which
Peter Mills, General Manager of HR at Sydney Water, discussed the challenges of an aging workforce. Some key points:
- 25% of Sydney Water employees leave at the official retirement age of 65, but 47% are uncertain about their retirement timing, making workforce planning difficult.
- People are working longer for various reasons like supporting children through education, caring for elderly parents, inadequate retirement savings, or health issues requiring financial support.
- An aging workforce impacts critical roles where experience is important. At Sydney Water, water engineers and civil engineers are at high risk when they leave without proper succession planning.
- Nearly 30% of Sydney Water's employees have been there less than 5 years, so perceptions of
Psychosocial Risk: Moving from risk to opportunityGreg Kontusz
Organizations don't understand PSR and less what to do about it. But what if you could turn the problem and eliminate the risk by focusing on the opportunity. The flip side of PSR is Employee Engagement and performance.
1) The document discusses various societal factors affecting human resource management, including diversity, demographics, ethics, and sustainability. It notes the increasing diversity in the modern workforce and changes in the composition and characteristics of different generations.
2) Workforce demographics are changing as the population ages, with both positive and negative aspects of an older workforce discussed. The needs and traits of different generations currently in the workforce like Baby Boomers, Generation X, and Generation Y are outlined.
3) Managing diversity and promoting an ethical culture are important strategic issues. The document provides recommendations for diversity management programs and developing codes of ethics. Embedding sustainability across an organization requires training and initiatives to engage employees.
The document discusses driving employee engagement through assessing the current state, understanding what drives engagement, and starting improvement efforts. It notes that engagement is important because engaged employees are more productive, profitable, and committed to an organization. The document also provides examples of companies that have successfully improved engagement through emphasizing culture, purpose, and celebrating success.
This document provides an overview and summary of an employee health and safety project conducted at Legrand Pvt Ltd in Jalgaon, India. The project aims to study the effectiveness of current health measures, understand principles of employee health and safety, examine concepts used, analyze satisfaction levels and identify additional needs. The document discusses the company profile, objectives and limitations of the study. It provides background on employee health and safety, and an introduction to the topics.
The document summarizes a workshop agenda on workplace wellbeing. The agenda includes presentations on why organizations should invest in workplace wellbeing, the impact of stress and an aging workforce on workers' compensation, challenges in measuring return on investment for wellbeing programs, survey findings on current wellbeing practices, and an open discussion period. Key topics discussed are the business case for wellbeing, common health issues faced by employees, strategies for preventing stress claims and managing an aging workforce, approaches for measuring the impact of wellbeing programs, and barriers to implementing such programs.
This document summarizes tips for cultivating innovation in organizations. It discusses that innovation requires continual evolution and balancing investment with potential outcomes. It recommends hiring people with innovative traits like imagination and contrarian thinking. It also emphasizes having a structured thought process for innovation with defined steps like problem definition, idea generation and selection, and execution. Leaders must provide the right combination of people, processes and focus to foster an innovative workplace.
Based on our findings, in this year’s report you’ll find a diverse array of workplace and employee quality of life factors represented; these include trends related to the built environment, technological advances and the workforce. Each of the trends, by definition, has the ability to improve the quality of life of people and their communities. As one would expect, however, organizational commitment
to its people — both on a professional and personal level — remains a central theme among all of our trends. With more employees viewing their work and life as one, it can only benefit an organization
to become acquainted with the workplace trends that will engage and retain the workforce of 2014.
This document provides an introduction to organizational behavior. It discusses the objective to understand the nature, determinants and need for studying organizational behavior. It also examines people at work both as individuals and within groups, and how they impact and are impacted by the organizations where they work. Key forces such as people and structure that affect the nature of organizations are also outlined.
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
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The momentum of the ageing workforce: implications of the grey wave & corresponding mitigation strategies
1. The Momentum of the Ageing Workforce:
Implications of the Grey Wave &
Corresponding Mitigation Strategies
OHS Leaders Summit 2013
Prepared by Jason Allison
3 April 2013
2. The ‘Grey Wave’ is coming!
The impact will be social, financial, physical and mental
Increased momentum in preparation and solution building is required
All stakeholders have an accountability - including ‘older workers’
2
3. Disproportionate growth in mature age population necessitates broad and
collaborative responses
Cause and Effect of the Ageing Population
Disproportionate Necessitating
Growth Responses
•Longevity •Labour Market
•Fertility •% Aged
•Retirement •Workforce Growth •Revenue Base •Academia
25% •Government
•Barriers
•Age 65+ Growth •Business
200% •Society
Factors Driving Result in Challenges
Source: GIO Adaptation Based on The Australian Government the Treasury data
3
4. Necessitating Responses (Government) - The Momentum of the Ageing
Workforce: Implications of the Grey Wave & Corresponding Mitigation
Strategies
An interview with Susan Ryan, Age Discrimination Commissioner
4
5. Necessitating Responses (Business) - Insurance Industry
Input into Government at both State and Federal level to ensure the insurance
industry perspectives and impacts are understood
Prevention and Injury Management strategies by insurers in partnership with
employers
Stronger engagement with stakeholders to influence the ‘mind shift’
Reasonably necessary treatment, effective treatment, baseline for pre-injury
functionality
Underwriting and claims practices need to account for impact
5
6. Necessitating Responses (Business) - Activities being undertaken by
Suncorp / GIO
We’re being proactive in the face of shifting market dynamics
Major Sponsor Consultative Forum
Chris McHugh, EGM Statutory Portfolio has
participated in the Consultative Forum on
Mature Age Participation advising the
Federal Government
Research Community
Through involvement with Monash
University and the Older Workers and Work
Ability Conference, Suncorp is connected to
a global community of researchers and
subject matter experts in the field of work
ability and ageing workforce
Work Ability Survey
Suncorp’s statutory business is participating
in a work ability survey – research funded
by NSW Department of Ageing – in which
our own staff will be surveyed and
appropriate recommendations incorporated
into our HR strategy
6
7. Necessitating Responses (Academia) - Latest research from academia
(representative samples)
Age management
The APS and its Ageing Workforce
Understanding the Future Separation Intentions and Behaviour of Older Workers in the APS
Incorporating Ageing into APS Human Capital Planning
Ageism in the labour market
Perceptions of Age and Aging among Managers and Employees in the New Economy: An International Case-Study of Information Technology Employment
Working against type: Stereotype threat effects on mature-age workers
Prolongation of working lives
Prolonging working life amongst rural older General Practitioners (GPs)
Securing The Future: Retention Of Older Healthcare Workers In Rural Victoria
Applying interventions to support the older residential aged care workforce
Work Ability and vocational training in the Health system
Skills maintenance and productivity
Career development and mobility management of older workers in Europe
Predictors of the ability for older workers to stay longer at work: findings from the Visat longitudinal study
How to Manage Aging Problems? ―Japanese Challenges to Make the Society More Productive
Tapping Mature Talent in the U.S.
Work ability over the life course
Age, work ability and work-related injury in Australian workers
The relationships between worker age, work-related injury and work ability in Australian workers
The impact of ageing on work-related injury and disease
7
13. Importance of different elements of the model
Individual:
– Intrinsic benefits people derive from their work, such as social
contact, valued status and maintaining and extending abilities.
– Social support received from primarily co-workers, but also
immediate family and community.
– Psychological well-being and physical health.
– Employee awareness of occupational health and safety risks
– Work-life imbalances.
13
14. Importance of different elements of the model
Organisation:
– Respectful treatment in the work place.
– Respondents’ assessment of their immediate supervisor, in terms
of their competence, the extent of career support offered,
communication and social support were important for determining
their level of work ability.
– Experiences of discriminatory behaviours.
– Extent of autonomy and control employees have in their work.
14
15. Factors associated with low work ability
Factors that predict the lowest levels of work ability include, in order of
importance:
– Negative evaluations of co-worker competence
– Being a machinery operator or driver
– Being in clerical or administrative roles
– Reporting a mental disease
– Having a wound, laceration, amputation or internal organ damage
– Having an infectious or parasitic disease
– Shiftwork
– Low household income
– Lack of access to flexi-time work arrangements.
15
16. Work ability negates the influence of some
demands on psychosocial work factors
Outcome Factor Work Demand Types
Job design
Job satisfaction A Work pace
B
W
I
O Cognitive
Personally L
R demands
meaningful work I
K Emotional
T
Y demands
Task demands
Job insecurity
Excess workload
18. Utility of the work ability construct
Driven by economic imperatives to contain costs arising from population
ageing, governments internationally are aiming to increase participation
by older workers.
Consensus that tackling the issue requires multi-faceted and integrated
strategies.
Work ability construct and a framework for its workplace promotion
offers such an approach.
Sustaining high levels of workforce participation by older workers will
depend in part on efforts to ensure that work ability is maintained over a
working life.
18
20. References
McInerney, Andrew, An Ageing Workforce and Workers’ Compensation-
What are the implications in particular with an increasing national Realising the Economic Potential of Senior Australians - The Advisory
Retirement Age, Institute of Actuaries of Australia Panel’s first report delivered August 2011
http://www.abs.gov.au/ Realising the Economic Potential of Senior Australians: Enabling
Opportunity - The Advisory Panel’s second report delivered November 2011
AGEING WORKFORCE REPORT, May 2007, WorkCover NSW
Realising the Economic Potential of Senior Australians: Turning Grey into
http://www.centrelink.gov.au/internet/internet.nsf/individuals/ssp_age_pensi Gold - The Advisory Panel’s third and final report delivered December 2011
on.htm
The Older Workers and Work Ability Conference: Program and
McInerney, Andrew, An Ageing Workforce and Workers’ Compensation, Presentations – Latest research on workforce ageing from leading experts in
Journal Vol.33 No.02, Australia and internationally, December 2011, including Juhani Ilmarinen /
From Research to reality - Volume 12/Number 2, 2009 Finnish Institute of Occupational Health / Professor Philip Taylor / Monash
University http://owwac.com.au/index.php
MJA 2008; 189 (8): 447-450
National Seniors Australia, Productive Ageing Centre, 2009
Business Work and Ageing: Work Ability Program, Swinburne University of
Suncorp Life Insurance (survey) and APIA (survey)
Technology
www.theinstitute.com.au Institute of Actuaries of Australia White Paper: Australia’s Longevity
Tsunami, August 2012
http://www.centrelink.gov.au/internet/internet.nsf/individuals/ssp_age_pensi
on.htm Suncorp interview with Susan Ryan, Age Discrimination Commissioner,
2012
http://www.fordhealth.com.au/Newsletters_hb/feb08_managing_ageing_wor
http://www.abs.gov.au/AUSSTATS/abs@.nsf/Lookup/4102.0Main+Features
kforce.php
40March+Quarter+2012
http://www.aarpinternational.org/conference_sub/conference_sub_show.htm
http://www.eurofound.europa.eu/publications/htmlfiles/ef0639.htm
?doc_id=1415966
http://www.eurofound.europa.eu/research/0296.htm
Urban, Eva, Workers Compensation and An Ageing Workforce ,SPUM
article for Veracity May 2010, P6 http://capricorn.bc.edu/agingandwork/database/search/case_study
Realising the Economic Potential of Senior Australians: Turning Grey into
Gold - The Advisory Panel’s third and final report delivered December 2011
http://www.treasury.gov.au/EPSA/content/publications/grey_gold/downloads
/grey_gold.pdf
Ageing and the Barriers to Mature Age Labour Force Participation in
Australia - A report of the Consultative Forum on Mature Age Participation,
December 2011
20
21. Contact Details
For further information please contact:
Jason Allison
Chief Workers Compensation Underwriting & Portfolio
Statutory Portfolio & Underwriting Management, Commercial Insurance
18 Jamison Street, Suncorp Place, Sydney NSW 2000
Telephone: +61 (0) 2 8121 0614
21
23. Health
functional Capacities
Adjustment of Adjustment of
physical work psychosocial
environment work environment
Professional
competence
GOOD WORK ABILITY, HEALTH
AND COMPETENCE
GOOD PRODUCTIVITY GOOD QUALITY OF LIFE
AND QUALITY OF WORK AND WELL-BEING
GOOD RETIREMENT,
MEANINGFUL, SUCCESSFUL,
AND PRODUCTIVE
'' THIRD AGE ''
Finnish Institute of
Occupational Health
24. What affects workability?
• Individual : health, functional capacity, competences,
attitudes.
• Workplace : physical, technological, mental and social
demands of work, work community and management,
organisational culture, and work environment.
• Societal, such as employment and education policies,
social and health services, and addressing age
discrimination.
24
25. Workability promotion
Based on: adjustments to physical and psycho-social work
environment; promoting health, lifestyle; and updating skills
e.g.
reducing repetitive movements
changingsupervisors’ attitudes, and
increasing vigorous physical exercise
Predict better workability in physical, mixed and mentally
demanding work.
Promoting workability reduces
absenteeism
disability
premature retirement
and increases productivity, competence, life quality and well-being,
effects which carry over to retirement.
26. Redesigning Work for an Ageing Society – intervention
study 1
Staff of a company providing road-side assistance to drivers
Response rate 49 per cent (59 of 119 employees)
Key recommendations:
– Health promotion (obesity, low up take of existing initiatives, low
frequency reports of poor health and work related health problems)
– Development and utilisation of skills (respondents reported mismatch
between skills and job demands)
– Injury and hazard exposure (Avoidable and unavoidable injury risks
identified by respondents)
– Management relations (disjunction in communication and relations in
the organisation)
– Flexible work (Respondents highlight flexibility as key to prolonging
working life)
26
27. Redesigning Work for an Ageing Society – intervention
study 1
Participants undertook over 6 months:
daily monitoring of diet,
exercise
tobacco use, alcohol use and other health factors
structured ‘Get healthy challenge activities’
WAS demonstrated statistically significant improvement
Physiological measures improved
Weight, BMI and waist circumference.
27
28. Redesigning Work for an Ageing Society – intervention
study 2
Staff of small national University in Australia
47 per cent (618 of 1300 employees)
Key recommendations:
– Health promotion (‘sedentary’ staff at risk, notable absence of health
and well-being programs engaging the entire workforce)
– Career planning/training integration (retention rates improved with the
provision of training for younger workers more than older workers)
– Knowledge transfer (formalising mentoring as part of phased
retirement)
– Workload pressures (large proportion of staff reporting extreme work
load pressure creating risk of physical and psychological ill health)
– Everyday discrimination (Low frequency but high impact on WA scores)
– Retention related to; flexibility, management support, training, challenging
but not excessive work demands
28
29. Redesigning Work for an Ageing Society – intervention
study 2
Staff aged over 45 participated in ‘Walking to wellness’ program
Pedometers used to track step counts on work days
Physical activity increased significantly for training compared to
control group
Results confounded by concurrent organisational changes
Qualitative and anecdotal evidence suggested restructuring created
uncertainty among participants
No statistically significant improvement in WAS
Statistically significant reduction in average waist circumference of
approximately two centimetres.
29
30. Promotion of work ability: integration of actions
Work Ability Index
(WAI)
50
Health promotion,
Ergonomics,
45 Management training
40
Health promotion
35
30
No action
25
20
40 45 50 55 60 65
Age (yrs)
30
Editor's Notes
The Grey Wave is coming ... Tsunami warnings!Advisory Panel on the Economic Potential of Senior AustraliansWHAT OPPORTUNITIES FROM AGEING HAVE YOUR COMPANIES CAPTURED OVER THE PAST YEAR?
We can identify key factors driving the ageing workforce ... amongst them are: - Increased longevity – people are living longer I’ll talk more about this later - Decreased fertility – fewer births - Baby Boomers retiring – a natural generational effectThe percentage of the population considered “in the workforce” is projected to grow by only 25% ... compared to a projected 36% growth in the overall population.In fact, as the workforce increases by a further 25% over the next 4 decades more than 200% growth is expected for workers aged 65 years and overWhat does this mean? Put simply, it means disproportionate growth in the mature age population and increased pressures forthcoming on businesses, Government, individuals and the community / society.These looming pressures necessitate broad and collaborative responses.
So what does an ageing workforce mean from the Government’s perspective? Recently Chris McHugh, Suncorp’s EGM for Statutory business, interviewed the Age Discrimination Commissioner …I thought you might find the interview with Susan Ryan to be valuable and on-topic … it runs for about four minutesSo, what did you take away from the interview? Did it provoke any questions for you?
It is not our intent as an insurer to respond to the challenges by simply increasing prices. This will have a wider impact on the economy and will place pressure on businesses.If the costs can be well anticipated and mitigated as best as possible, and with the involvement of all stakeholders, then the viability and financial strength of workers compensation schemes will continue.If not managed appropriately we may experience schemes, insurers and employers under distress due to spiralling workers compensation costs.
As Australia’s largest and leading personal injury insurer, Suncorp is serious about understanding the nature of these demographic changes, their potential social and economic impacts, and the need for increased momentum from stakeholders in responding to these shifting market dynamics.There are a number of actions we’ve already undertaken in relation to the issues related to the ageing workforce: - Suncorp has sponsored the Older Workers and Work Ability Conference (December 2011) - Chris McHugh, our Executive General Manager –Has participated in the Consultative Forum on Mature Age Participation advising Federal Government - We have established connections with a range of global researchers and subject matter experts - We have agreed to participate in a Work Ability Survey of our own employees in the Statutory business ... Working with Monash , Uni. This survey commenced March ’12and we’re looking forward to better understanding the Work Ability opportunities which may exist for our staff and our business. Recommendations arising out of this survey will be considered for incorporation into our Human Resources strategy and shared with our customers.AMES – Australian Migrant English Services (OHS module into Cert IV)Most recently … Suncorp has become a Corporate Champion in the Department of Education, Employment and Workplace Relations (DEEWR)’s Corporate Champions Program – project aims to attract employers who make a public commitment to move toward better practice in employing mature age people (aged 45 and over). This program is an Australian first. NEED UPDATE FROM CHERIE ON WORKABILITY SURVEY, HR STRATEGY, AND DEEWR CORPORATE CHAMPIONS PROJECT!We are participating in a Work Ability Survey conducted by Monash University with a portion of our staff. Up to 1,000 employees responded to the survey. Our score was xyz, which is considered to be ‘high’ relative to other corporates being surveyed. We’re incorporating recommendations into our HR strategy – specifically, …Finally, we are participating in DEEWR’s Corporate Champions Project, which will provide funding for implementation of recommendations coming out of the WAS.
We have provided a hyperlink to a relevant suite of the latest research on these topics ... Source: Individual authors/researchers from various institutions presenting at The Older Workers & Work Ability Conference.
The impact of the ageing workforce is with us now and is only going to become an increasing risk to manageAll stakeholders need to take accountability and immediate actionIt is important to stay abreast of ongoing shifting market dynamics You now have access to world leading academic research and models to start taking action and/or improving on current initiatives