Ageing Population White Paper

www.simplyhealth.co.uk
Ageing Population
Managing the health and wellbeing of an increasingly
age diverse workforce to safeguard future talent.
A 21st Century business challenge
Introduction
In this white paper Dianah Worman OBE, Public Policy Adviser for Diversity at
the CIPD, looks at the key facts and figures surrounding the age diversity of the
UK workforce and potential of older workers to fill any skills shortages.
Between 2002 and 2032 the number of people over fifty will almost double
from 9 million to 17 million. In 2012 over fifties made up 29% of the working
population compared to 25% in 2002.
The UK Commission for Employment and Skills projects that in the next ten
years there will be 13.5 million job vacancies but only 7 million people leaving
school. Businesses could look to older workers to fill these job vacancies and
plug any skills shortages. Naturally there are assumptions and concerns that
businesses have around older workers such as health and wellbeing, absence
management, and capabilities. This paper addresses the myths and the facts,
and examines the different types of older workers.

www.simplyhealth.co.uk 2
Ageing Population
Ageing demographics and implications for excellence in
managing employee absence and health issues
In the UK and other highly developed economies, ageing population
demographics are changing the characteristics of labour markets. These will
increasingly bring into focus the importance of good practice in addressing
workforce health and wellbeing. Organisations need to analyse the reasons
for absence and look to become more creative and innovative in the design of
employment policies and practices. This will aid in maintaining the skills base
and levels of employee engagement needed to remain competitive and to
sustain performance.
Essential in attracting and keeping talent will be how organisations review their
approach to:
• Recruitment
• Recognition and reward
• Training and development
• Retirement
In CIPD research (CIPD 2009) employers testified difficulties in getting people
with the right skills to fill job vacancies even during the recent recession with
high levels of unemployment.
As austerity reduces and economic growth improves unemployment will
continue to decline and the war for talent will become tougher. Difficulty in
finding people with the right skills will increase and employers will be forced
to be more robust in retaining talent and protecting this resource in ways that
reduce turnover and delivers high performance working.
Against this background, growing mental health problems, stress related
conditions and a worldwide obesity epidemic means more and more
recognition is being given to the importance of wellbeing and health in creating
productive workplaces. Employee health and wellbeing will increasingly be
seen as something that is more than something that is nice to do and more
as a common sense business savvy approach to contribute to good people
performance.
The good practice approach to managing absence is to be proactive and
alert to causes of sickness and mental health problems to stem worsening
situations by adopting early interventions and raising line manager awareness
about doing this. Not for the primary purpose of rooting out malingering but
to stimulate employee engagement, better personal health management and
earlier return to work patterns all of which contribute to better outcomes for
people as well as organisations.

Ageing Population
While more people are living longer healthier lives never the less, as ageing
progresses the chances of developing an ill health condition or a disability also
increases especially if certain lifestyles are contributory factors. The increasing
age diversity of the workforce will call for smarter and coherent strategies to
protect the life span of corporate talent.
How the population is ageing
Figure 1 shows the broad age structure of the UK population between 2002
and 2032. The impact of population ageing builds over time, especially in
the decade between 2022 and 2032. The total UK population is expected
to increase from 59 million in 2002 to 72 million by 2032. Whereas the
population under 50 years old increases by just over 10% (from 50 million to
55 million), the population aged 50 and over nearly doubles from 9 million to 17
million.
How the age of the employed workforce is ageing
The combined effect of changes in employment rates and population changes
has seen an ageing of the employed workforce, as shown in Figure 2. In 2002,
people aged over 50 accounted for slightly less than 25% of total employment,
whereas they accounted for nearly 29% by 2012. In contrast, the share of
employment accounted for by 15-24 year olds fell over the same period from
15% to 13%.
Some key facts
• We are running out of workers: current employer plans suggest that we
will need to fill 13.5 million job vacancies in the next ten years, but only 7
million young people will leave school and college (UKCES 2010/GADa)
• Older people are the main untapped source of labour: unlike migrants,
they already live here, and their numbers are growing. By 2020, 36% of the
working population will be over 50 (Government Actuary’s Department)
• More and more people want to work longer if the conditions are right:
surveys regularly show that older workers would work longer if they enjoy
their work and could work more flexibly (McNair et al 2004)
• Compulsory retirement is now illegal the removal of the default retirement
age except in very special and justifiable circumstances
• In the private sector 43% to 52% of employees are paying into a
workplace pension scheme (CIPD winter 2013 Employee Outlook)
• The proportion of older workers aged 55 and above planning to work
beyond the state pension age is increasing all the time. In 2010 54%
of employees expected to do this (CIPD 2010b). New CIPD research
published in 2014 showed 38% of employees expect to retire between the
ages of 66 and 70
2002
0 0
50,000
70,000
30,000
40,000
20,000
20,000
10,000
60,000
30,000
10,000
2007 2012 2017 2022 2027 2032
75+
65-74
50-64
25-49
15-24
0-14
65+
50-64
25-49
15-24
2002 2007 2012 2017 2022 2027 2032
0
30,000
20,000
10,000
2032
5+
74
64
49
24
14
65+
50-64
25-49
15-24
2002 2007 2012 2017 2022 2027 2032
Figure 1: Age structure of the UK
population 2002-2032
Figure 1 sources: ONS 2012 Principal
population projections and revised mid-year
estimates for 2002 and 2007.
Figure 2: Actual and illustrative
projected age structure of UK
employment 2002-2032
Figure 2 sources: CIPD calculations
based on ONS 2012 Principal population
projections and revised mid-year estimates
for 2002 and 2007, employment rates
for May-Jul 2002 and 2012 based on the
Labour Force Survey and CIPD aasumptions
for employment rates for 2017 onwards.

Ageing Population
Myths about older workers
Older workers can’t wait to retire
Increasingly people over 50 will want to extend their working lives but this
appetite will be based on the availability of phased or flexible retirement and
flexible ways of working.
Most employees retire at state pension age anyway
Most people retire at a date which suits them and their employers. A
benchmark is the state retirement age which is rising and being equalised for
men and women.
Older workers spend a lot of time on sick leave
Older workers are not more likely to take time off through ill health but patterns
of absence are different with more chance of those with health problems
having longer periods of absence making it important to manage return to work
support (Scottish Centre for Healthy Working Lives 2011).
Managing disabled older workers takes a lot of management time
Most disabilities require little, if any, additional management. Although 29% of
workers in their fifties and 37% of those in their sixties have a disability which
is certified under the Disability Discrimination Act (ONS 2011c), many of these
go entirely unnoticed, and some are temporary. Of the remainder, most people
can stay economically active with only minor adjustments to their working
conditions.
Once people have left for health reasons, they don’t want to return
Three in ten economically inactive people in their fifties would like to return to
work (ONS 2011c), but once out of work it is extremely difficult to return.
Work performance declines with age
Some physically demanding tasks can become more difficult with age, but
changes in work practices, technology and health and safety mean that there
are now relatively few jobs which cannot be done by an averagely healthy 60
year old.
Mental abilities also change with age, but do not necessarily decline. In tests,
older and younger workers achieve similar results, but may do so in different
ways. While the ability to solve problems or think quickly can decline gradually
throughout adulthood, the ability to learn from past experiences increases
throughout life.

Ageing Population
Performance problems which appear to be age related may in fact be due to
lack of support from managers, unmet training needs and poor performance
management.
Work is bad for older people’s health
Although some work damages the health and wellbeing of the worker, most
work is good for people. Studies of older people show clearly that those
who stay in work are healthier and often happier than those who retire early
(Waddell and Burton 2006, Black 2008).
Older workers find work more stressful
For most people, stress levels go down after the mid-40s, and some of the
indicators of stress, such as short-term absenteeism, decline as people age
(HSE 2007).
Some degree of stress is positive: the most satisfied older workers are those
who say they experience ‘excessive stress’ more than once a month, but less
than once a week (secondary analysis of data drawn from CIPD 2011d).
For those who do have problems with stress, measures such as changing
working hours, training and providing support can help them manage
workplace pressure (CIPD 2010a). However, older workers are less likely
than younger ones to be offered support from their employers in dealing with
problems of work life balance (especially caring for elderly relatives). Changes
in work hours or responsibility can help older workers reduce stress while
remaining productive.
Older workers have more accidents
There is no evidence for this. Older workers are generally less likely than
younger workers to have occupational accidents, but accidents involving older
workers are more likely to involve more serious injuries, such as those leading
to death, than those involving younger workers (Griffiths et al 2009).

Ageing Population
Tips on managing absence
Employers need good data on absence to enable them to identify patterns and
trends of absence and respond appropriately.
The most effective absence management interventions include:
Short term absence
• Return to work interviews
• Trigger mechanisms to address high levels of absence
• Use of disciplinary procedures for unacceptable and non health related
absence
• Restriction of sick pay
• Training line managers to take primary responsibility for managing absence
Long term absence
• Occupational health involvement
• Return to work interviews
• Trigger mechanisms to review attendance
• Rehabilitation programmes
• Changes to working patterns or environment

Ageing Population
Kinds of older workers
It is important to remember that older workers are not a homogenous group.
They are made up of unique individuals with diverse needs and preferences.
Some ways of considering these differences are exampled below.
Aspirers – some older people continue to seek new challenges, through
promotion or changed roles, well into their 50s and beyond and are a major
motivated source of skills and knowledge.
Stayers – many older people are content in their work and keen to carry on
working in the same role.
Downsizers – some older people have an appetite to carry on working longer
but on a reduced time basis. They are interested in flexible ways of working
and flexible retirement. Some want to carry on working in a different and
perhaps less challenging job, for example one with less responsibility. Such
appetites offer opportunities to businesses to both retain skills and knowledge
and provide development scope for other talent.
At risk – some older workers have been in the same organisation for a long
time, doing a job which they understand, in a context in which their skills and
limitations are understood. To carry on working some have an appetite for
refreshing their skill sets to make themselves more employable.
Leavers – some older workers want to retire sooner, rather than later. Finding
out why this is can give organisations important insights about any underlying
management problems and how to resolve them. Debriefing is important to
ensure that valuable older employees are retained before quitting.

Ageing Population
Conclusions
Employers should not assume that managing health and wellbeing is only
for older employees. The requirements of employees of all ages need to
be catered for to protect an organisation’s talent pipeline. Workforces are
becoming even more age diverse as a result of ageing demographics and
appetites to extend working life demand coherent responses for pressing
business reasons especially to maintain productivity and competitiveness.
The latest CIPD research related to managing an increasingly age diverse
workforce published in March 2014, shows good news. Employers provisions
for employee health and wellbeing are seemingly strong.
• When it comes to provisions for health and wellbeing, nearly half of HR
professionals (47%) point to good practices in managing sickness absence
and 40% providing Occupational Health services. Nearly a third (30%)
have Employee Assistance services and a similar number (29%) provide line
manager training to enable them to be alert to the early warning signs of
employee health issues.
• With regards to specific initiatives that organisations employ to support
the extension of working life, flexible working options (42%) and a flexible
retirement policy (30%) are the most likely initiatives used.
While many employers are in the vanguard, many need to catch up and
address the issue of workforce ageing as a key business challenge by being
holistic and strategic rather than reactive.
Employers seeking to outperform competitors will need to catch up with
leading edge competitors’ practices to attract and keep talent and be seen as
a great place to work to safeguard their future talent interests.

Ageing Population
Simplyhealth view
This paper clearly highlights the place for older workers. With appropriate
management, older workers have the ability for high performance, and can
plug the resource gap. A one size fits all approach doesn’t work, and that
remains true even under the bracket of ‘older workers’. The section on
motivations of different kinds of older workers demonstrates this. As with
many workplace issues, it’s interesting to observe the role of the line manager
and just how important the right leadership is. This is a theme that comes
through time and time again in our series of white papers.
Looking at health and wellbeing more closely, it cannot be considered just for
a certain group of people. That much is clear. So what are the implications for
organisations?
People are living longer with illness. And this will impact on the cost of
healthcare provision. Health insurance providers will inevitably charge higher
premiums for older workers – insurance is based on risk after all.
The key is to plan for increased costs. There are a number of different options
for you to consider:
1. Provide a flexible rewards package, with a fixed benefit pot where
individuals can tailor the benefits to suit their lifestyle needs – appropriate for
a diverse workforce
2. Non-traditional benefits like health cash plans have a place to tackle
everyday healthcare needs – cost effective enough to offer to the whole
workforce
3. Carefully tailor your private medical insurance packages to ensure that they
deliver value for your business. Many larger businesses now choose a self
funded plan that allows for cover to meet your exact requirements under a
tax efficient wrapper that excludes the need to pay insurance premium tax,
currently levied at 6% of premiums collected.
Don’t be frightened of an ageing workforce instead think strategically, plan
and be prepared. In turn you could be rewarded with a flexible, experienced
workforce that can adapt with your business.

Ageing Population
Dianah Worman OBE Chartered FCIPD is the Public Policy Adviser for
Diversity at the CIPD
Dianah has worked in the field of diversity and inclusion for
many years. She is the Public Policy Adviser on diversity for
the Chartered Institute of Personnel and Development which is
the leading professional body in the UK on people management
and development. She directs the Institute’s diversity research
programme and leads the development of good practice
guidance on diversity to help employers make progress in this challenging and
complex field. She also leads the Institute’s public policy work on diversity to
help shape Government policy and legal provisions such as the Equality Act
2010.
She has driven a range of research on diversity and inclusion issues including
managing diversity and the business case, tackling discrimination on the basis
of age and disability, issues related to equal pay, harassment and bullying, as
well as race, work–life balance and employing people with criminal records.
Recent work has focused on managing the challenges of an ageing workforce,
the integration of talent management and diversity, practical guidance on
gaining traction on progressing diversity and inclusion in business, and framing
the future of work through flexible responses to employment practices.
A frequent speaker at events she has addressed audiences in many European
countries and has undertaken work for the Singapore Government on
managing an ageing workforce. She was invited as a global thought leader on
diversity and inclusion by the Society of Human Resource Management in the
United States to take part in an initiative to inform the progress of diversity and
inclusion in business. In addition she frequently sits on advisory boards related
to the conduct of academic research.
She was awarded an OBE for her services to diversity, in the Queen’s birthday
honours list in 2006.

Ageing Population
The CIPD
The CIPD is the professional body for HR and people development with over
130,000 members internationally. Our purpose is to champion better work and
working lives for the benefit of individuals, businesses, economies and society.
Research plays a critical role in this, providing the content we need to drive
practice, raise standards and influence policy on behalf of the profession we
represent. CIPD is an independent not for profit organisation.
About Simplyhealth
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We provide private medical insurance, health cash plans, dental plans and self
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You can out more about our health plans at www.simplyhealth.co.uk/business

Ageing Population
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