Why accommodating and responding to the needs of an aging workforce is more of an issue now than ever before Understanding the needs and motivations of an aging workforce What are the benefits of keeping an aging employee workforce Designing an age-friendly workplace Rethinking the work-life balance: strategies and programs for accommodating an aging workforce

1. Addressing the Needs of
an Aging Workforce
Infonex Workshop
Calgary
10:30 – 11:30 am Aug 22rd
Chris Hylton, MA
403 264 5288
chris@hylton.ca
CG Hylton 1

2. Introduction
2
 Chris Hylton, MA
 HR& Benefits Background
 Workshops
 EAP
 Getting older
CG Hylton

3. “If you want one year of prosperity, grow
grain. If you want ten years of
prosperity, grow trees. If you want 100 years
of prosperity,
grow people.”
— Ancient Chinese Proverb
3

4. Learning Outcomes
4
What we hope to achieve today:
 Define what an aging workplace will
look like
 Identify what ers and governments
can do
 Identify possible challenges to
becoming an er of choice for an
aging workforce
 See more graphs than you ever
wanted to see CG Hylton

5. Agenda
5
 Why accommodating and responding to the
needs of an aging workforce is more of an issue
now than ever before
 Understanding the needs and motivations of an
aging workforce
 What are the benefits of keeping an aging
employee workforce
 Designing an age-friendly workplace
 Rethinking the work-life balance: strategies and
programs for accommodating an aging workforce
CG Hylton

6. This is your show
6
 Are there any issues you would like me to
specifically address in the talk today?
CG Hylton

7. Canada’s Population 1978, 2038
experience promoting healthy
aging
* Projected population.
Source: Statistics Canada.
7

8. Retirement Patterns Over Time:
US Labor Force Participation Rate of Workers 65+, 1948-2007
Retirement Is Becoming Less
Common30
25
Percent of Population 65+
20
In the Labor Force
15
10
5
1948 1958 1968 1978 1989 1999
8 CG Hylton
Source: U.S. Bureau of Labor Statistics

9. US National Supply and Demand Projections for
RNs
2,900
2,700
2,500 Projected
shortage of over
FTE’s (Thousands)
2,300 1,000,000 nurses
2,100 in 2020
1,900
1,700
1,500
2000 2005 2010 2015 2020
9 CG Hylton

10. INDIVIDUAL & POPULATION
10
AGING
 Life expectancy: Number of years the average person
can expect to live
 Has increased steadily in Canada during the 20th century
 Canadians can also expect to live longer after age 65
than generations before them
 Canadians born today can expect to live 20 years longer
than if they had been born in 1920
 Increased life expectancy into old age is distinguished
from previous historical period
 Never before in history did vast majority of people in a
particular country expect to live to old age
CG Hylton

11. LIFE EXPECTANCY IN
CANADA, 1920–2005
CG Hylton

12. CANADIAN POPULATION AGE
STRUCTURE, 1851, 1901, 1951, 2006
CG Hylton

13. 13
Myth:
Aboriginal
population
Is small in
numbers

14. 14
Can someone tell be the difference
between Saskatchewan and
Alberta
regarding proportion of seniors
please?
Where do you find the lowest ratio
in Canada?
CG Hylton

15. 15
 Saskatchewan has the highest proportion
of seniors (15.4 per cent) among the
provinces
 its neighbour to the west, Alberta, has the
lowest (10.7 per cent)
 Only about one in 20 people living in the
Territories is a senior citizen
CG Hylton

16. If I may digress, what else is
16
special about SK?
CG Hylton

17. Hint :
17
 It relates to this graph
CG Hylton

18. Saskatchewan
Population Pyramid, 1996 (%)
18
65 +
55-64
Non-Aboriginal
45-54
35-44
25-34
20-24
15-19
10-14
Aboriginal
5-9
0-4
-10.0 -8.0 -6.0 -4.0 -2.0 0.0 2.0 4.0 6.0 8.0 10.0

19. Saskatchewan Population 1995 to
2045
Percentage of Aboriginal and Non-Aboriginal
People in Saskatchewan
By 2045, Aboriginal
People will make
100%
up approximately
Percent of Population
80% Non-
ONE THIRD of SK Aboriginal
86.7
population 60% 80.0 Aboriginal
67.5
compared to 40%
approximately one
20%
tenth in 1995 32.5
13.3 20.0
0%
1995
2015
Year 2045 19

20. So how is this helpful to SK?
CG Hylton20

21. Filling Vacancies:
Four Ways We Will Avoid a Crisis
21
 Immigration Politics?
 Automation Cost?
 Outsourcing Feasible?
 Retaining older workers who
 Have skills and experience to get the job done
 Need (and may want) to work
CG Hylton

22. Older Workers Need to Work:
Insufficient Savings
22
50
40
Percentage of Workers
30
20
10
0
1992-93 1996-97 2000 2007
Defined Contribution Defined Benefit
CG Hylton
Source: U.S. Bureau of Labor Statistics

23. Older Workers Need to Work:
Average Out of Pocket Costs for Health Care
23
$1,600
Avg Annual Out of Pocket
$1,400
Costs in US, 2003
$1,200
$1,000
$800
$600
$400
$200
$0
<18 19-64 65
Age Group
CG Hylton

24. Older Workers Want to Work
Top Three Reasons for Working During Retirement
24 US
1. Need the money (61%)
2. A desire to stay mentally active (54%)
3. The need for health benefits (52%)
CG Hylton

25. Replacement Ratio
US Ratio of People 65+ to People 18-64, %
50
40
30
1 old /
2.5 young
20
10 1 old /
5 young
0
1960 1980 2000 2040 2060 2080
25 CG Hylton

26. Older workers a drain? Not a chance,
Oxford study finds
()
 ―Meet the new tax gusher: the golden-age
employee. Working Canadians between the ages of
60 and 79 contribute more than $2.2-billion each
year in tax payments on employment income –
 and there is every indication that the populous baby
boom generation coming up behind them intends to
stay even more connected to work, HSBC Bank
Canada said issuing the results of a global survey
conducted by Oxford University's Institute of
Ageing…‖

27. In the past…
 During downturns employers targeted elderly
workers in order to cut expenses
 Elderly people often faced job discrimination as
they were expected to retire at age 65
 Is this true today or in the future?
 Any comments please?

28. Old, older, oldest
 Young-old ( 65-74 ) are very active
 Middle-old ( 75-84 )
 Old-old ( 85 + )
 In U.S. in 2005, 70,000 centenarians
Canada: 4,600 centenarians in 2007

29. Employer Solutions
29
CG Hylton

30. Passing on Expertise
30
Aerospace
 Boeing has started a program to transfer older
workers' knowledge to the next generation.
 And when an employee announces he'd like to
retire, "we ask them why," said Duane
Schireman, director of human resources for Boeing's
787 "Dreamliner" program.
 Sometimes the person would like to keep working, just
not 40 hours a week. On a case-by-case
basis, Schireman said, managers and the employee
explore such options as job sharing, telecommuting
and contract work.
 Boeing, in collaboration with other aerospace
employers, also is trying to remove barriers that may
force people into retirement before they're really
ready. CG Hylton

31. Nursing
31
 Group Health is addressing the issue after
learning that 42 percent of its 890 registered
nurses are age 55 or older.
 To extend their careers, the health-care
organization is offering nurses who are five
years from retirement opportunities to mentor
and teach, as well as do part-time work after
retirement.
 It's also making sure older nurses, who are at
greater risk of injury on the job, have the best
equipment for handling patients.
CG Hylton

32. A gradual retirement -
32
Weyerhaeuser
 new delayed-retirement project, called
Gray Matters, is grounded in research
about the attitudes of its employees age
55 and over.
 The vast majority say they want to work
longer rather than completely retire.
 But they want it all — a flexible
schedule, health-care benefits and no
negative financial impact
 And they want the work to be meaningful.
CG Hylton

33. A gradual retirement
33
 Gray Matters offers select ees opportunity to retire
gradually, but they must average 25 hours of work
a week in order to keep health benefits. The part-
time work also shouldn't go on for too many years or
it could negatively impact their pension.
 they're expected to create a plan to transfer
knowledge and mentor younger workers.
 The company also is participating in a talent
bank, to be run by an outside firm, that will offer
retirees a chance to work on a temporary basis.
"What we all want as employers is the best talent we
can have," said Hass, retirement educator at
Weyerhaeuser. "And what we ought to recognize is
that the best talent can come at any age."
CG Hylton

34. Most Ers are Unprepared
34
 most unprepared or don't have the luxury of
dealing with the aging work force, often
because they're embroiled in shorter-term
economic crises
 "Furthest from their minds is putting more
money into retaining older workers because
they don't even know what the business
horizon is," said Valerie Paganelli, a Seattle-
based retirement consulting actuary and
researcher on aging workforce
 "Still, they may well need, to in order to bridge
CG Hylton
their way to the next level of success"

35. Would you agree?
35
CG Hylton

36. Adapting the Workplace
36
CG Hylton

37. Smart Canes
37
 Another invention called Smart Canes, will
allow real-time feedback on proper gait and
alert a worker’s colleagues by text if a fall
occurs.
 ―It’s a floor that’s compliant enough to prevent
injury in case of a fall, but hard enough that
you can do normal activities on it,‖ noted
Feldman.
 Initial tests show that it could reduce hip
fractures up to 80 per cent.
CG Hylton

38. Adapting the workplace
38
 Falls are the leading cause
of hospitalization due to injury for
Canadians 65+
 one in three expected to experience this
life altering moment this year alone
 offices with flexi-floors, when those falls
do occur, special new ―bouncy floors‖
could reduce the risk of serious injury
CG Hylton

39. Air bags
39
 Older workers will also have
the option of wearing a belt
with built-in air bags that will
deploy when the sensor
detects a fall
 Those with balance problems
could wear them as part of
their regular office wear
CG Hylton

40. The Work Environment
 The spaces where we
work affect how we age
 We have control over how
workplaces are designed
 Work environment issues
are aging issues
 Physical demands of work
 Lighting and vision
 Cognitive demands of work
 We can design age
friendly workplaces
CG Hylton40

41. ERGONOMIC PROBLEM-
SOLVING STRATEGIES
 Seated work with larger parts involves interacting
with objects that may be too large to manipulate
manually, associated with assembly & welding
jobs.
 Problems are typically related to
posture, illumination, reach, and lifting
 Use technology to lift & position the
work for easy access that does not require
bending, twisting & reaching.
 Use supplemental lighting.
 Use adjustable chairs/work surfaces

42. CUMULATIVE TRAUMA
DISORDERS (CTDS)
 Frequent and, for some, constant computer
use has led to an explosion of injuries that until
now were seen mostly in the meatpacking
industry.
 Collectively, these injuries are known as CTDs.
 CTD is an umbrella term covering injuries
caused by forceful or awkward
movements, repeated frequently over time.
 CTDs occur to the muscles, nerves, and tendons
of the hands, arms, shoulders, and neck.

43. CUMULATIVE TRAUMA
DISORDERS (CTDS)
 Overworking a tendon
can cause small tears
in it, which inflame and
cause intense pain.
 Known as tendinitis.
Other forms of CTDs
are shown at right.

44. CUMULATIVE TRAUMA
DISORDERS (CTDS)
 Preventive strategies that can be applied:
 Teach employees the warning signs.
 Teach employees how to stretch.
 Teach employees to start slowly.
 Teach employees to limber up, then begin slowly and
increase their pace gradually.
 Teach employees to position their hands properly
without using wrist splints.
 Exercise regularly.
 Select tools wisely.

45. Need for increased wellness
45
prog
 Why?
CG Hylton

46. Physical health
Proportion of population with one or more chronic diseases*,
by selected age groups, Canada, 2009
Source: Statistics Canada.
46
* Diseases include angina, asthma, arthritis or rheumatism, osteoporosis, high blood pressure, bronchitis, emphysema, chronic obstructive pulmonary disease, diabetes, heart disease,
cancer, effects of a stroke, Crohn’s disease, colitis, Alzheimer’s disease, Parkinson’s disease, cataracts, glaucoma, thyroid condition, mood disorder and anxiety disorder.

47. Mental health
Projected prevalence of dementia in senior Canadians* by sex,
Canada, 2008 to 2038
Source: Smetanin, P. et al. Rising Tide: The Impact of Dementia in Canada 2008 to 2038.
47
* The population over the age of 65 was simulated within the current model using data obtained from the Canadian Study of Health and Aging.

48. Health Promotion
 Health promotion: Diabetes and Age
 Prevention
 Detection
20
 Management
% with Diabetes
 Promoting health 15
throughout life can
prevent chronic disease 10
 Promoting health can 5
lead to better disease
management 0
18-44 45-64 65-74 75+
 Health promotion can
save you money Age Group
CG Hylton48

49. Work & Life BalanceOlder Workers' Preferences for the
"Next Stage"
 It’s time to rethink how
work and retirement
function
 Flexible work options
can benefit you and
your aging workforce
 Phased retirement
Cycle In and Out Part-Time
programs are an
Start a Business Work Full Time
example
Never Work Again Something Else
 Cliff vs phased
CG Hylton49
pensions

51. Adjustments employers make for
employees to stay in work
Percentage of employers citing each
Allowing reduced or different hours 29
Meetings with employees to discus extra help 28
Measures used in the Reducing employee workload 25
last 12 months to help Different duties 22
keep employees with Extra breaks 18
health problems in
Phased return to work 17
work or facilitate their
return to work: Different chairs/desks 11
Access to OH services 9
Other specialised equipment 5
Building modifications 4
Job coach/ personal assistant 3
No measures provided ---- No measures provided 67
Source: Employer Survey, DWP

52. The bottom line: case studies & wellness
programs
Parcelforce (4,500 employees) Digital Outlook (27 employees)
Introduced comprehensive Implemented a variety of wellbeing initiatives:
wellbeing and health • 95% improvement in sickness absence rates:
programmes: 4 days per year in 2006 down to 0.22 days
in 2008
• Sickness absence
reduced by one • Reduced staff turnover from 34%
third, saving £55m in 2007 to 9% in 2008 making
• Compensation claims savings in recruitment and
reduced by two thirds, saving training costs
£1m British Gas (25,600 employees)
• Productivity increased by Implemented back care workshops:
12.5% • Back-related absence reduced by 43%
• Overall: £2.25m investment • 58% of staff improved their attendance
yielded £6m in direct cost
savings • Return on investment was £31
for every £1 spent

53. How does diversity fit into the
aging Workforce?
53

54. Symcor Facts …
Approximately 7,000 EMPLOYEES
who serve over 100 CUSTOMERS
•
Located at over 30 sites across North
America
•
Processes over THREE BILLION
CHEQUES annually
•
Vancouver, BC Produces nearly 675 MILLION
1 site
Calgary, AB Winnipeg, MB STATEMENTS annually
2 sites 1 site
Montreal, QC
•
Halifax, NS
2 sites 2 sites Receives and processes over 197
Toronto, ON
6 sites
MILLION
Rutherford, NJ CUSTOMER PAYMENTS annually
Chicago, IL 1 site
1 site
Baltimore, MD
•
1 site Manages over 8,600 LOCKBOX
Nashville, TN
Richmond, VA
1 site
accounts
Los Angeles, CA
1 site
Durham, NC •
1 site Memphis, TN 1 site
1 site
Charlotte, NC
2 sites
Atlanta, GA
Dallas, TX 2 sites
Orlando, FL
1 site 2 sites
Miami, FL
1 site 54

55. Diversity in Times of Austerity
―…In a time of belt tightening, the optimal use of
resources is not just an asset but a question of
survival. In this respect, employment equity
becomes a powerful tool for management (and
marketing) giving a strategic advantage
to businesses that uphold its
principles.‖
Canadian National Employment Equity Annual
Report, 1996
55

56. Why invest in hiring a diverse
workforce?
 According to Human Resource and Skills
Development Canada, by the year
2016, approximately two-thirds of the Canadian
population aged 15 to 64 will be made up of
members from the designated groups.
 Members of designated groups make up a great
pool of skills and talents that organizations must
have access to succeed in
competitive, knowledge-based market
 Hiring employees from diverse backgrounds
broadens the base of qualified individuals for
employment. 56

57. Why invest in hiring a diverse
workforce?
 A good track record from a diversity perspective
can build upon itself, ensuring organizations
continue to have the opportunity to hire the best
and most qualified candidates.
 A commitment to equity and diversity in the
workplace can help reduce turnover as employees
have a greater allegiance with, and affinity to, a
work environment where they feel respected and
valued.
 By increasing the wide array of perspectives
resulting from diversity an organization becomes
more creative, flexible and productive
57

58. Why invest in hiring a diverse
workforce?
 With the aging of the Canadian population
during the next 20 years as the baby boom
generation retires, we will need to fully engage
all Canadians of working age in the workforce
because the gradual future retirement of the
baby boomers will not be fully replaced by the
smaller number of boom-echo kids
participating in the workforce.
 A growing economy in the period ahead will
require full realization of the untapped
potential of Canadians of working age
58

59. How to Manage a Diverse
Workforce
 Raise Awareness of the value of diversity among
your staff and promote it
 Treat everyone as individuals
 Look for opportunities to learn
 Set aside time for team interaction during regular
meetings
 Regularly assess your environment
 Address concurs immediately
 Implement diversity management training
 Implement work/life balance programs
59

60. Accommodation
 Symcor will accommodate those who require it
in a manner which respects their dignity, is
equitable, and enhances their ability to
compete for jobs, perform their work, and fully
participate in employment at Symcor
 Symcor works to achieve a workplace free of
barriers by providing accommodation for those
requiring it, in accordance with human rights
legislation, up to the point where it causes
undue hardship for Symcor
60

61. Hiring and Recruitment
 Symcor regularly reviews its recruitment and
hiring policies and practices to ensure that there
are no systemic barriers resulting in
discrimination.
 Symcor ensures the action steps set out in the
employment equity plan are being taken.
 Symcor ensures that reasonable efforts are
being made to reach any
underrepresented groups
in our recruitment process.
61

62. Government Incentives
62
CG Hylton

63. Reduced social security contributions
Spain – er contributions reduced for workers aged 60+ who
have five years of seniority and for newly hired workers aged
45+
Norway – er contributions reduced by 4 percentage points (i.e.
from 12.8% to 8.8%) for all older workers aged 62+
Italy – employers exempt from contributions for one year after
hiring older workers
Allocating time to train
► Right to train (France) – for ees with over 12 mos’
service, credit of 20 hours per year worked
► Employer Training Pilots (UK) – wage boost (up to 150%) to
ers offering paid time off for low-skilled ees so they may train

64. Pension Changes International
examples
► Finland: the part-time pension entitles workers
aged 56 and over to 50% of the income loss
due to a reduction in working time, paid
through the pension system. to improve
employment opportunities.
► Sweden: workers are permitted to draw a
portion of their pension early while still working

65. Finland wins award
Ministry of Social Affairs - Forum
65
for Well-Being at Work
 the health and safety of work,
 the employees’ physical, psychological and social well-
being
 the meaningfulness of work
 control of exposure and strain
 development of occupational health care and
rehabilitation
 the reconciliation of work and leisure
 the role of occupational health and safety at work as a
productive
 the impact of work as a factor promoting health
 dissemination of best practices Hylton
CG

66. National Strategy for an Ageing Australia –
to promote awareness of ageing, advise on
66
short-and long-term policy.
 Ongoing engagement of mature age workers
will be important to achieve sustained
economic growth as the population ages.
While targeted programs to encourage young
skilled migrants to come to
 Australia may have some impact on the size
of the workforce, increased large scale
immigration is not the answer to Australia’s
ageing society
CG Hylton

67. National Strategy for an Ageing
67
Australia
 Improved opportunities for ongoing training
and professional development of mature age
workers as well as more flexible working
conditions to facilitate gradual transition from
work to retirement will need to be
accommodated as the workforce ages.
 Mature age workers displaced from the
workforce will continue to need to be
supported through the employment and
income support systems.
CG Hylton

68. Life Satisfaction by Age and Sex,
Personal Alberta, 2004
Wellness by Age and Sex, Alberta, 2004
Proportion indicating 'Satisfied or Very Satisfied'
1.0 Scale 1
(Life in general, self
job, leisure, finances,
appearance)
0.8 By all means
marry: If you get
a good
spouse, you'll
0.6
become happy; if
you get a bad
one, you'll
0.4 become a
philosopher. –
Socrates
0.2
12
15
20
25
30
35
40
45
50
55
60
65
70
75
80
85
90 9
+
-1
-1
-2
-2
-3
-3
-4
-4
-5
-5
-6
-6
-7
-7
-8
-8
4
9
4
9
4
9
4
9
4
9
4
9
4
9
4
Age Group
Source: Statistics Canada, Canadian Community Health Survey, 2004

69. Summary
69
CG Hylton

70. You have been a wonderful
70
audience
 If I may assist you in any way please let me
know.
CG Hylton

71. Our offer to you
71
 Please call if you have any HR, or workplace
issue that you are overwhelmed with
 We can help you
 We also are pleased to do Free Workshops for
your organization (some limits apply) Let us
know what your needs are and we will make it
happen!

72. CG Hylton - Services
 HR Consulting  Benefits, Pensions,
 Job Descriptions EAP
 Strategic Planning
 Salary Grids
 Drug and Alcohol
 Wellness at Work
programs
 Staff Morale
 Dept re-orgs
 Training and
 Leadership
Workshops
compensation
Tel 403 264 5288
chris@hylton.ca
72

73. Thank you for the opportunity to meet today!
 HR
Consulting
 Training
 Benefits, Pen
sions
 EAP
tel 403 264 5288
chris@hylton.ca CG Hylton
73

74. References
74
 Chief Public Health Officer’s Report on the State of Public Health in
Canada, 2010 Growing Older – Adding Life to Years
http://www.publichealth.gc.ca/CPHOreport
 http://www.agefriendlyworkplace.org/links.html
 Leibold, M., & Voelpel, S. (2006). Managing the Aging Workforce.
Germany: Wiley-VCH
 Rothwell, W.J., Sterns, H.L., Spokus, D.& Reaser, J. (2008). Working
Longer. New York: AMACOM
 Hedge, J., Borman, W., & Lammlein, S. (2006). The Aging Workforce.
Washington DC: The American Psychological Association
 http://www.wcb.ab.ca/pdfs/workers/c060_with_instructions.pdf
CG Hylton