Altered Conditions And Attitudes 2 - Slide 1/2
•
0 likes•288 views
The document summarizes the results of a survey of managers in Swedish local authorities about their attitudes toward older employees. Some key findings include: - Managers viewed older employees as less interested in learning, less flexible, and more tired. However, they recognized older employees provided experience and mentoring. - Managers felt employees would be more likely to work past retirement age of 65 if they had a good work environment, appreciation, training opportunities, and pay increases. - The top reasons employees 55+ left work were health issues, family/leisure priorities, finances, and spouses retiring. - Managers saw reducing hours, flexible schedules, pay increases, and lighter duties as ways to encourage longer careers.
Report
Share
Report
Share
![[object Object],[object Object],[object Object],[object Object],women men Manager´s attitudes to older employees in the local authorities](https://image.slidesharecdn.com/altered-conditions-and-attitudes-2-slide-124989/85/Altered-Conditions-And-Attitudes-2-Slide-1-2-1-320.jpg)
![[object Object],[object Object],[object Object]](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)
Recommended
Aegon Retirement Readiness Report - The New Flexible Retirement
The concept of retirement is rapidly changing. As people live longer, retirement will become a more active life stage, with more people looking to blend work and leisure. But not all countries are acting on this global trend.
Leader’s role in improving the productivity of an organisation
After reading a policy document, which I would not normally choose to share with anyone, I began to think about leadership and the consequences of leaders' actions when a business that is already producing the goods needs to be actively improved.
Session 03
The document discusses establishing a European network on age management out of the EQUAL initiative. It presents preliminary research on the demand and supply of age management in the EU and EQUAL. There was variable progress among EU member states in age management and more work is needed to reach EU targets. Over 200 EQUAL development partnerships focused on age management. The network could promote mutual learning and knowledge transfer on age management issues to help reach EU employment goals. Next steps would be gathering feedback, establishing a working group, and drafting a network declaration and action plan.
Learning And Qualifications 2 - Slide 3/3
Skills transfer methodology involves acquiring and maintaining skills through experience-accelerated training. It aims to help companies address risks from losing critical skills held by employees, such as due to retirement. To implement skills transfer, companies first identify critical skills and who possesses them through experience. They then choose a person to transfer skills and a target person to receive them. Effective transfer requires the two to work together solving problems, not just one demonstrating or the other observing. Skills transfer follows six steps including identifying opportunities and critical skills, training transferring and target persons, implementing the transfer process, and documenting lessons learned.
BRW Article Feb 2003 - Ageing Workforce
Business will face major labor shortages in the next 5 years due to trends of an aging population and declining birth rates. As baby boomers retire from the workforce in large numbers, there will not be enough younger workers to replace them. This will threaten economic growth and company performance. Some industries like education and health care that have older average worker ages will be particularly impacted. Businesses need to take action now like retaining older workers longer through flexible work arrangements and retraining programs in order to address this challenge.
Opening Session
The document discusses the challenges and prospects for Europe's aging workforce. It notes that the population aged 45-64 will account for nearly half the workforce by 2015, creating labor shortages as large numbers retire. Countries need to adapt by retaining older workers, transferring skills between generations, and moving from age-segmented management to integrated diversity management. Scandinavian countries require minor changes while continental European countries need a "cultural revolution" to transition from early retirement cultures. Case studies from Finland show promising changes through national plans and programs.
FINAL Ageing Workforce report
The document discusses the risks of an aging workforce for employers in the UK. Some key points:
- 60% of employers surveyed did not know the percentage of employees over the state pension age.
- Employers need to conduct health, safety, and risk audits specific to older workers to ensure a safe work environment.
- Support for an aging workforce includes risk management, healthcare services tailored to older needs, training managers, and flexible work policies. Assessing each employee's abilities individually is important rather than making assumptions based on age.
Recommended
Aegon Retirement Readiness Report - The New Flexible Retirement
The concept of retirement is rapidly changing. As people live longer, retirement will become a more active life stage, with more people looking to blend work and leisure. But not all countries are acting on this global trend.
Leader’s role in improving the productivity of an organisation
After reading a policy document, which I would not normally choose to share with anyone, I began to think about leadership and the consequences of leaders' actions when a business that is already producing the goods needs to be actively improved.
Session 03
The document discusses establishing a European network on age management out of the EQUAL initiative. It presents preliminary research on the demand and supply of age management in the EU and EQUAL. There was variable progress among EU member states in age management and more work is needed to reach EU targets. Over 200 EQUAL development partnerships focused on age management. The network could promote mutual learning and knowledge transfer on age management issues to help reach EU employment goals. Next steps would be gathering feedback, establishing a working group, and drafting a network declaration and action plan.
Learning And Qualifications 2 - Slide 3/3
Skills transfer methodology involves acquiring and maintaining skills through experience-accelerated training. It aims to help companies address risks from losing critical skills held by employees, such as due to retirement. To implement skills transfer, companies first identify critical skills and who possesses them through experience. They then choose a person to transfer skills and a target person to receive them. Effective transfer requires the two to work together solving problems, not just one demonstrating or the other observing. Skills transfer follows six steps including identifying opportunities and critical skills, training transferring and target persons, implementing the transfer process, and documenting lessons learned.
BRW Article Feb 2003 - Ageing Workforce
Business will face major labor shortages in the next 5 years due to trends of an aging population and declining birth rates. As baby boomers retire from the workforce in large numbers, there will not be enough younger workers to replace them. This will threaten economic growth and company performance. Some industries like education and health care that have older average worker ages will be particularly impacted. Businesses need to take action now like retaining older workers longer through flexible work arrangements and retraining programs in order to address this challenge.
Opening Session
The document discusses the challenges and prospects for Europe's aging workforce. It notes that the population aged 45-64 will account for nearly half the workforce by 2015, creating labor shortages as large numbers retire. Countries need to adapt by retaining older workers, transferring skills between generations, and moving from age-segmented management to integrated diversity management. Scandinavian countries require minor changes while continental European countries need a "cultural revolution" to transition from early retirement cultures. Case studies from Finland show promising changes through national plans and programs.
FINAL Ageing Workforce report
The document discusses the risks of an aging workforce for employers in the UK. Some key points:
- 60% of employers surveyed did not know the percentage of employees over the state pension age.
- Employers need to conduct health, safety, and risk audits specific to older workers to ensure a safe work environment.
- Support for an aging workforce includes risk management, healthcare services tailored to older needs, training managers, and flexible work policies. Assessing each employee's abilities individually is important rather than making assumptions based on age.
Teste
Este documento apresenta dois testes em duas páginas diferentes, com o teste 1 na página 1 e o teste 2 na página 2.
Workshop 20
The document describes the Skill 3 Project which aims to enhance workers' skills and facilitate work-life balance in relation to market changes. The project is led by the Province of Vercelli and involves partnerships with organizations like chambers of commerce, trade unions, and vocational training agencies. The project established two Skill 3 centers that provide analysis, guidance and training to both enterprises and workers, especially those over 45, with short-term jobs, inadequate skills or work-life balance difficulties. Case managers help develop individual and company development plans through needs assessment and potential pilot projects.
Professional Persona Project - Full Sail University
Patton 4 Design & Graphics is a graphic design firm that takes ideas from initial concepts to final printed/digital products. With over 60 combined years of experience, they maintain competitiveness through continuous education, networking, keeping updated on technology, and hiring team members to succeed. Their approach is focused yet flexible to efficiently move projects from chaos to being camera ready and beyond.
Patton4 Design & Graphics
The document discusses the importance of teamwork and creative contributions over individual skills or talents. It emphasizes being focused yet flexible, and having skills ready for tomorrow's challenges. The company values talents, ideas, partnerships, team building, work experience, and current technology as competitive advantages. It promotes a childlike spirit that keeps things fresh.
Inteligencia artificial mauricio daza
La inteligencia artificial (IA) se refiere al desarrollo de agentes racionales no vivos capaces de percibir su entorno y actuar en él de manera óptima. Existen dos enfoques principales de la IA: la convencional, basada en el razonamiento simbólico-deductivo, y la computacional, que implica aprendizaje interactivo a partir de datos empíricos. Algunos critican a la IA por su incapacidad de imitar completamente a los humanos, pero su objetivo principal es resolver problemas de manera efectiva.
5 hgp os_muculmanos_na_peninsula_iberica
Os muçulmanos chegaram à Península Ibérica em 711 e permaneceram por 781 anos até serem expulsos em 1492. Eles trouxeram sua religião, o Islã, e deixaram uma herança arquitetônica, urbana e cultural, como a cerâmica de azulejos, o uso extensivo da água e novas técnicas agrícolas.
Workshop 08
This document outlines the development of a mentoring software system to help companies and employees adjust to technological changes. The system includes four integrated modules for recruitment, education, mentoring, and administration. It was created through transnational cooperation and collaborative learning to support a knowledge-based society. The document requests feedback on making the system's application broader or more narrow in scope.
Aging workforce – Opportunities and challenges in Finland
The document discusses Finland's aging workforce and three successive government programs to address related opportunities and challenges:
1) The Aging Worker Programme of 1998-2001 focused on partial retirement reforms, educating the public, and projects to keep older workers employed.
2) The Well Being at Work Programme of 2001-2003 continued these efforts through workplace development projects and research.
3) The Work Attraction Programme of 2003-2007 had four pillars including health and safety, occupational health services, equal opportunities, and retirement flexibility.
The programs achieved increased retirement ages, acceptance of older worker skills, and coordination across three key ministries.
Ageing Workforce Challenges Opportunities 10-8-13
The document discusses challenges and opportunities related to an aging workforce. It notes that by 2018, there will be more Australians over 60 than under 60, increasing pressure on care services. There is already a shortage of 20,000 nurses in aged care. As people get older they use more health services, increasing demand and pushing more care to aged care facilities. Developing sustainable workforce strategies is important to address these issues posed by an aging community and aging workforce.
Aging work force
because of shortage me young manpower the organizations are now strive to be with the aging work workforce there the what are the besic step to get work from aging work force and to run with it ..
Kerajaan Mataram Kuno (Sejarah kelas 10 Kurikulum 13)
Ringkasan dokumen tersebut adalah:
1) Dokumen tersebut membahas tentang Kerajaan Mataram Kuno di Jawa Tengah, yang berdiri pada abad ke-8 Masehi.
2) Kerajaan ini bercorak Hindu dan Buddha, dengan pusat kekuasaan di Jawa Tengah.
3) Dibahas pula raja-raja yang memerintah seperti Sanjaya dan Wangsa Sailendra, serta peninggalan sejarah seperti Candi Borobudur.
Workshop 15
The document discusses strategies for developing the skills and competencies of older workers in Sweden. It proposes establishing restart centers that provide training, mentoring, networking opportunities and tools to help people over 50 develop their skills and find new employment opportunities. The goal is to make older workers' skills more visible and transfer knowledge from older to younger generations so that people can stay in the workforce longer. Validation of informal skills and life competence analysis are presented as ways to strengthen older workers' self-confidence and marketability.
Session 07
The document discusses developments in age management practices in companies in the European Union. It notes that an aging workforce has become a priority for European social policy. While some organizations have begun to change retirement policies, more comprehensive approaches are needed that focus on health, employability, and new models of working and learning throughout one's career. The document also outlines common age management practices, reported benefits, and challenges to implementation.
Session 06
This document discusses issues related to older workers and recommendations for improving their conditions. It notes that populations are aging due to increased life expectancies. While older workers are commonly defined as those aged 55-64, the definition should be expanded to age 45 and above. Issues facing older workers include perceptions that they are expensive and institutional age discrimination. The ILO recommends an equality rights approach to promote decent work for older adults, including anti-discrimination laws, improved work organization and working hours, and pre-retirement strategies to support workers and employers.
Age inclusive workforces: the business case and putting it into practice
Together with the OECD, employers and thought leaders, we explored how we can maximise the benefits of multi-generational workforces as the economy recovers from the COVID-19 pandemic.
Find out more: https://www.ageing-better.org.uk/events/age-inclusive-workforces-webinar
Increasing Age Diversity In The Workplace (Case#2, Chapter#2)
This case is about increasing age diversity in the workplace which is the average age of the workforce has continually increased as medical science continues to enhance longevity and vitality fastest growing segment of the workplace is individual over the age of 55. Recent medical research is exploding techniques that could extend human life to 100 years or more. Unfortunately, an older worker faces a variety of discriminatory attitude in the work place. Organizations can take steps to limit age discrimination and ensure that employees are treated fairly regardless of age. Many of the techniques to limit age discrimination come down to fundamentally sound management practices relevant for all employees. Such as set clear expectation for performance: deal with problems directly, communicate with workers frequently and follow clear policies and procedure consistently.
Age and generations at work
Outlines the challenges and opportunities for employers with an age diverse workforce. Explores a strategic approach and shares tools and tips that support employers to build engaged and sustainable workforces.
Workshop 23 - Slide 2/2
The South West Opportunities for Older People (SWOOP) project focuses on helping older workers in southwest England remain economically active. SWOOP provides services like information, advice, guidance, training, coaching and help finding work. It targets both individuals aged 45+ and employers. By the end of 2006, SWOOP had helped 254 beneficiaries, most over age 50. Findings showed that older workers valued career advice and that age discrimination and poor job hunting skills remained issues. Employers were often compliant with age discrimination law but had not changed practices and still preferred younger workers due to stereotypes.
Opportunities for Older Employment
This document provides an agenda and background information for an event discussing opportunities for older employment.
The agenda includes welcome remarks, panels on the importance of older workers and case studies from McDonald's and other companies. Background statistics and studies show high unemployment rates for older workers and evidence of age discrimination in hiring. However, research also finds that older workers can be as productive as younger ones and have lower turnover. Employers that have successful policies for retaining older workers benefit from their experience, mentoring and lower absenteeism. Case studies highlight how McDonald's restaurants with older average workforces have higher customer satisfaction and sales.
More Related Content
Viewers also liked
Teste
Este documento apresenta dois testes em duas páginas diferentes, com o teste 1 na página 1 e o teste 2 na página 2.
Workshop 20
The document describes the Skill 3 Project which aims to enhance workers' skills and facilitate work-life balance in relation to market changes. The project is led by the Province of Vercelli and involves partnerships with organizations like chambers of commerce, trade unions, and vocational training agencies. The project established two Skill 3 centers that provide analysis, guidance and training to both enterprises and workers, especially those over 45, with short-term jobs, inadequate skills or work-life balance difficulties. Case managers help develop individual and company development plans through needs assessment and potential pilot projects.
Professional Persona Project - Full Sail University
Patton 4 Design & Graphics is a graphic design firm that takes ideas from initial concepts to final printed/digital products. With over 60 combined years of experience, they maintain competitiveness through continuous education, networking, keeping updated on technology, and hiring team members to succeed. Their approach is focused yet flexible to efficiently move projects from chaos to being camera ready and beyond.
Patton4 Design & Graphics
The document discusses the importance of teamwork and creative contributions over individual skills or talents. It emphasizes being focused yet flexible, and having skills ready for tomorrow's challenges. The company values talents, ideas, partnerships, team building, work experience, and current technology as competitive advantages. It promotes a childlike spirit that keeps things fresh.
Inteligencia artificial mauricio daza
La inteligencia artificial (IA) se refiere al desarrollo de agentes racionales no vivos capaces de percibir su entorno y actuar en él de manera óptima. Existen dos enfoques principales de la IA: la convencional, basada en el razonamiento simbólico-deductivo, y la computacional, que implica aprendizaje interactivo a partir de datos empíricos. Algunos critican a la IA por su incapacidad de imitar completamente a los humanos, pero su objetivo principal es resolver problemas de manera efectiva.
5 hgp os_muculmanos_na_peninsula_iberica
Os muçulmanos chegaram à Península Ibérica em 711 e permaneceram por 781 anos até serem expulsos em 1492. Eles trouxeram sua religião, o Islã, e deixaram uma herança arquitetônica, urbana e cultural, como a cerâmica de azulejos, o uso extensivo da água e novas técnicas agrícolas.
Workshop 08
This document outlines the development of a mentoring software system to help companies and employees adjust to technological changes. The system includes four integrated modules for recruitment, education, mentoring, and administration. It was created through transnational cooperation and collaborative learning to support a knowledge-based society. The document requests feedback on making the system's application broader or more narrow in scope.
Aging workforce – Opportunities and challenges in Finland
The document discusses Finland's aging workforce and three successive government programs to address related opportunities and challenges:
1) The Aging Worker Programme of 1998-2001 focused on partial retirement reforms, educating the public, and projects to keep older workers employed.
2) The Well Being at Work Programme of 2001-2003 continued these efforts through workplace development projects and research.
3) The Work Attraction Programme of 2003-2007 had four pillars including health and safety, occupational health services, equal opportunities, and retirement flexibility.
The programs achieved increased retirement ages, acceptance of older worker skills, and coordination across three key ministries.
Ageing Workforce Challenges Opportunities 10-8-13
The document discusses challenges and opportunities related to an aging workforce. It notes that by 2018, there will be more Australians over 60 than under 60, increasing pressure on care services. There is already a shortage of 20,000 nurses in aged care. As people get older they use more health services, increasing demand and pushing more care to aged care facilities. Developing sustainable workforce strategies is important to address these issues posed by an aging community and aging workforce.
Aging work force
because of shortage me young manpower the organizations are now strive to be with the aging work workforce there the what are the besic step to get work from aging work force and to run with it ..
Kerajaan Mataram Kuno (Sejarah kelas 10 Kurikulum 13)
Ringkasan dokumen tersebut adalah:
1) Dokumen tersebut membahas tentang Kerajaan Mataram Kuno di Jawa Tengah, yang berdiri pada abad ke-8 Masehi.
2) Kerajaan ini bercorak Hindu dan Buddha, dengan pusat kekuasaan di Jawa Tengah.
3) Dibahas pula raja-raja yang memerintah seperti Sanjaya dan Wangsa Sailendra, serta peninggalan sejarah seperti Candi Borobudur.
Viewers also liked (14)
Professional Persona Project - Full Sail University
Professional Persona Project - Full Sail University
Aging workforce – Opportunities and challenges in Finland
Aging workforce – Opportunities and challenges in Finland
Kerajaan Mataram Kuno (Sejarah kelas 10 Kurikulum 13)
Kerajaan Mataram Kuno (Sejarah kelas 10 Kurikulum 13)
Similar to Altered Conditions And Attitudes 2 - Slide 1/2
Workshop 15
The document discusses strategies for developing the skills and competencies of older workers in Sweden. It proposes establishing restart centers that provide training, mentoring, networking opportunities and tools to help people over 50 develop their skills and find new employment opportunities. The goal is to make older workers' skills more visible and transfer knowledge from older to younger generations so that people can stay in the workforce longer. Validation of informal skills and life competence analysis are presented as ways to strengthen older workers' self-confidence and marketability.
Session 07
The document discusses developments in age management practices in companies in the European Union. It notes that an aging workforce has become a priority for European social policy. While some organizations have begun to change retirement policies, more comprehensive approaches are needed that focus on health, employability, and new models of working and learning throughout one's career. The document also outlines common age management practices, reported benefits, and challenges to implementation.
Session 06
This document discusses issues related to older workers and recommendations for improving their conditions. It notes that populations are aging due to increased life expectancies. While older workers are commonly defined as those aged 55-64, the definition should be expanded to age 45 and above. Issues facing older workers include perceptions that they are expensive and institutional age discrimination. The ILO recommends an equality rights approach to promote decent work for older adults, including anti-discrimination laws, improved work organization and working hours, and pre-retirement strategies to support workers and employers.
Age inclusive workforces: the business case and putting it into practice
Together with the OECD, employers and thought leaders, we explored how we can maximise the benefits of multi-generational workforces as the economy recovers from the COVID-19 pandemic.
Find out more: https://www.ageing-better.org.uk/events/age-inclusive-workforces-webinar
Increasing Age Diversity In The Workplace (Case#2, Chapter#2)
This case is about increasing age diversity in the workplace which is the average age of the workforce has continually increased as medical science continues to enhance longevity and vitality fastest growing segment of the workplace is individual over the age of 55. Recent medical research is exploding techniques that could extend human life to 100 years or more. Unfortunately, an older worker faces a variety of discriminatory attitude in the work place. Organizations can take steps to limit age discrimination and ensure that employees are treated fairly regardless of age. Many of the techniques to limit age discrimination come down to fundamentally sound management practices relevant for all employees. Such as set clear expectation for performance: deal with problems directly, communicate with workers frequently and follow clear policies and procedure consistently.
Age and generations at work
Outlines the challenges and opportunities for employers with an age diverse workforce. Explores a strategic approach and shares tools and tips that support employers to build engaged and sustainable workforces.
Workshop 23 - Slide 2/2
The South West Opportunities for Older People (SWOOP) project focuses on helping older workers in southwest England remain economically active. SWOOP provides services like information, advice, guidance, training, coaching and help finding work. It targets both individuals aged 45+ and employers. By the end of 2006, SWOOP had helped 254 beneficiaries, most over age 50. Findings showed that older workers valued career advice and that age discrimination and poor job hunting skills remained issues. Employers were often compliant with age discrimination law but had not changed practices and still preferred younger workers due to stereotypes.
Opportunities for Older Employment
This document provides an agenda and background information for an event discussing opportunities for older employment.
The agenda includes welcome remarks, panels on the importance of older workers and case studies from McDonald's and other companies. Background statistics and studies show high unemployment rates for older workers and evidence of age discrimination in hiring. However, research also finds that older workers can be as productive as younger ones and have lower turnover. Employers that have successful policies for retaining older workers benefit from their experience, mentoring and lower absenteeism. Case studies highlight how McDonald's restaurants with older average workforces have higher customer satisfaction and sales.
Workshop 29
This document discusses strategies for convincing employers to recruit older workers. It outlines common prejudices employers have against older jobseekers, such as being too expensive or having outdated skills. It also describes obstacles older jobseekers face, such as unrealistic expectations or lack of skills. Two positive strategies are highlighted: focusing on older workers' competences rather than age, using tools like a diversity guide and self-evaluation of generic skills; and financial incentives for both employers and employees to reduce the cost of hiring older workers. Overall, the document argues that focusing on competences and experience can persuade employers of the value older workers provide.
End of career management _KBC bank solution
End of Career Management – an initiative planned by a leading Belgian Bank, KBC to help old people during the ending stages of their career in order to end early retirement
1019 2b-450 employers eaps-hylton
With the aging of the Boomer workforce, employers are challenged with the largest talent replacement program in history. Managing this challenge is the question facing many employers. Differences in generation attitudes can lead to workplace tension. This talk offers a variety of measures that employers and employees can use to successfully bridge age and talent gaps.
29Oct14 - Productive Ageing - Dr Ros Altmann
This Robert Butler Memorial Lecture, held on Wednesday 29th October 2014, was part of the ILC Global Alliance visit to the UK.
Robert Butler, founder of ILC US, was a passionate believer in the importance of health and productive ageing and we were honoured that Dr Ros Altmann, government’s Business Champion for Older Workers agreed to give the Lecture.
Workplaces In Change 1 - Slide 4/4
Vattenfall is a large electricity and heat generation company in Europe with about 33,000 employees across multiple countries. As many of Vattenfall's workforce is nearing retirement age, the company has implemented several programs to address an aging workforce and ensure the transfer of knowledge and skills to younger employees. These programs include seminars for older workers, mentoring, competence exchange initiatives, and internal job opportunities to retain older employees. Evaluations show the programs have been successful in motivating older workers and reducing early retirement requests.
Session 01
The document discusses strategies for retaining and recruiting older workers. It notes that 28,000 employers across 25 countries are expecting 25% of their workforce to retire within the next 5-10 years. While some countries and industries are more open to hiring older workers, on average only 14% of companies globally are actively recruiting workers over 50. The document advocates changing perceptions of older workers, highlighting their experience and ability to work flexibly. It provides tips for understanding and engaging older employees, such as clear expectations, training, and recognition. Organizations are advised to develop transition plans to retain knowledge as more experienced staff retire.
Working Better With Age: Engaging Older Workers
This document discusses trends in employment rates among different age groups and potential ways to support older workers remaining in the workforce. The percentage of people with paying jobs declines significantly from 75% among those aged 18-34 to 34% among those aged 55+. Most people over 55 who do not have paying jobs have not looked for work in over two years, with nearly half not needing or wanting to work due to reasons like retirement or health issues. However, 29% of people over 55 would accept an appealing job offer. The document recommends ways to grow the labor force such as providing flexible work arrangements, investing in skills training, improving employment services, reforming pension systems, and combating age-based discrimination.
Using Social Recognition Technologies To Drive Broader HR Strategies
In November 2017, Jamie King, Xexec's Director of Global Rewards, delivered a presentation at REBA Innovation Day. The talk was on 'Using Social Recognition Technologies To Drive Broader HR Strategies' and covered the following areas:
- What is recognition
- Key HR strategic priorities
- Demographic shifts in the modern workforce
- The need for a social recognition strategy to engage all demographics
- Defining social recognition
- Types of social recognition technology and how they can help
- The key factor you must not forget when it comes to employing social recognition / R&R software
You can watch the presentation and download the accompanying slides here: https://info.xexec.com/video-using-social-recognition-to-drive-broader-hr-strategies
Promoting diversity at the workplace: a strategy for inclusion and competitiv...
Promoting diversity at the workplace: a strategy for inclusion and competitiv...European Economic and Social Committee - SOC Section
Presentation by Isabella Biletta (Research Manager, Working Conditions and Industrial Relations Unit at Eurofound) on the occasion of the EESC LMO conference on Tapping the full potential of diversity in the workplace: culture, age, gender and disability aspects (Berlin, 21 February 2014)
Understanding impact of aging workforce april, 2011 paullin
Discusses retention of older workers and the factors that influence an older worker's decision to retire
Blake Lapthorn and Bluefin seminar - 27 September 2011
This document discusses the opportunities and challenges that an aging workforce presents for employers. It notes that older workers can provide benefits like reliability, wisdom, and an ability to handle difficult customers. However, some employers worry about increased health issues or shorter guaranteed employment periods for older new hires. The document also discusses the removal of the default retirement age and its implications, including the need for employers to objectively justify any mandatory retirement ages or show age is not a factor in performance management. Overall, the aging workforce means both opportunities and challenges that require flexibility from employers.
Workplaces In Change 1 - Slide 1/4
The document summarizes the outcomes of Vattenfall's "Energetic Ageing" program aimed at retaining older workers and facilitating knowledge transfer. Key findings include:
1) Interviews found that the Senior Resource Pool and mentoring components of the program were well-received, helping seniors feel valued and develop new skills.
2) Participation in educational seminars increased interest among seniors in working past retirement age and facilitated intergenerational knowledge sharing.
3) Statistical analyses showed the program was associated with lower sick leave rates for older workers and increased average retirement ages across the company.
Similar to Altered Conditions And Attitudes 2 - Slide 1/2 (20)
Age inclusive workforces: the business case and putting it into practice
Age inclusive workforces: the business case and putting it into practice
Increasing Age Diversity In The Workplace (Case#2, Chapter#2)
Increasing Age Diversity In The Workplace (Case#2, Chapter#2)
Using Social Recognition Technologies To Drive Broader HR Strategies
Using Social Recognition Technologies To Drive Broader HR Strategies
Promoting diversity at the workplace: a strategy for inclusion and competitiv...
Promoting diversity at the workplace: a strategy for inclusion and competitiv...
Understanding impact of aging workforce april, 2011 paullin
Understanding impact of aging workforce april, 2011 paullin
Blake Lapthorn and Bluefin seminar - 27 September 2011
Blake Lapthorn and Bluefin seminar - 27 September 2011
More from republic
Workplaces In Change 3 - Slide 2/3
The document describes phases of a research project that aims to develop an assistance system to support age-differentiated work design and employee assignment. Phase 1 involves cross-sectional studies to identify design measures needed to adequately assign current employees regarding performance and strain. Phases 2-3 involve longitudinal studies to identify proactive design measures for an aging workforce and measures for specific workers to prevent disorders or strain. Tool I was developed and validated to assess physical demands and abilities, and initial studies found little dependence between age and disorders but correlations between workload and disorders.
Workshop 09
The MULM project aims to promote lifelong learning, employability, and regional development. It focuses on unemployed, low-educated middle-aged men and helping them transition into healthcare careers. The unconventional approach recruits older men into the traditionally low-status healthcare sector and provides individualized education plans and career counseling. The project brings together different systems like education and the workforce to develop new solutions that create jobs and a more skilled regional labor pool through collaboration.
Workshop 10
The document discusses age policies and strategies for maintaining employee performance at work in hospitals. It notes the aging workforce and need to attract and retain employees. Key points discussed include implementing an age-conscious personnel management policy, managing employees of all ages with common tools while also considering the specific needs of young and older workers, building skills throughout one's career, and using tools like training, evaluation, and surveys to engage and develop employees of all ages.
Workshop 16
The document summarizes an initiative called "Generation Gold" in Germany that aims to help long-term unemployed individuals over 50 years old find work. It discusses the challenges faced by older unemployed individuals in the region and the objectives of the project, which include integrating them into the workforce and raising employer awareness. Key activities involved individual coaching, counseling employers, and networking. Early findings showed many participants had health issues or lacked qualifications. However, employers were open to older workers if they were qualified and flexible. The initiative had successes in placing 30% of participants in jobs and raising broader awareness of older workers' value.
Workshop 17
The document discusses age management in small and medium enterprises (SMEs). It describes the roles and services of various French organizations that support SMEs in managing employee age, including providing information, advice, training programs, and consulting services. It outlines the methodology used to conduct age diagnoses of SMEs to identify issues related to an aging workforce and develop tailored action plans.
Workshop 21
The SWOOP Project aimed to help older workers aged 45+ in the UK evidence their skills through the use of ePortfolios. The project had three strands focusing on employers, individuals, and skills coaching/information & guidance. An ePortfolio was intended to help older users understand and represent their skills and achievements to potential employers. However, the initial ePortfolio product was criticized and issues with its usability demotivated users. The project then shifted focus to workshops providing dedicated training over an extended period to support reflection on skills. Feedback indicated ePortfolios could help users update resumes and feel more confident about their skills when presented visually. The project found technology was not a barrier as long as the ePortfolio product
Workshop 23 - Slide 1/2
The document discusses projects in four European countries that addressed employment for older workers. The projects had different approaches but common themes of age management, assessment, career planning and training. They produced guides on good practices. Results included initiatives benefitting small businesses in Austria, 20% employment and innovation teams in Germany, job coaches in Poland, and support for over 200 UK individuals and 47 businesses. It recommends a holistic framework for older unemployed/workers.
Workshop 24
The document discusses the work of Frauenstiftung, located in southern Upper Austria. Frauenstiftung aims to promote gender equality and empower women aged 45+ in the regional social economy. It offers counseling, training programs, and works with regional partners. One of its projects involved two training courses for 30 women aged 45+, focusing on skills development, health, learning, and unleashing creativity to change perceptions of aging. The courses helped participants reflect on their skills and dreams to gain new perspectives and self-images for better aging and work.
Workshop 26
The document discusses elderly plans and generation management in small and medium enterprises (SMEs). It describes a project called "experience has future" that supported 15 SMEs in Vienna. The project helped companies analyze their situation, initiate measures to support all three generations of employees, and develop sustainability at work for elderly employees. The consulting approach involved information, sensitization, analysis, conception, implementation, and evaluation. Key topics addressed included organizational culture, lifelong learning, knowledge management, and age-adjusted jobs.
Workshop 27
The document discusses a project called "Advancing Women's Employability" which aims to help women aged 50+ improve their employment prospects. The project includes pathfinder and accelerator programmes made up of sessions on topics like career skills, business startups, health, and technology. It shares the story of a participant who gained confidence, went to college, and did volunteer work after completing the project. Lessons learned highlighted that the programme was well-received but also identified issues around personal planning, caring commitments, health, and supporting women beyond the project.
Workshop 28
This document summarizes a project conducted in Upper Normandy, France from 2002-2005 aimed at developing strategies for integrating and orienting senior workers at the regional level. The project was led by OPCAREG Haute-Normandie, a non-profit organization that manages training budgets for companies. The goals of the project were to make use of senior workers' experience, facilitate job changes or adaptations for seniors, and keep them in the labor market longer. Over the course of the project, 19 knowledge transfer schemes were realized by pairing seniors with juniors. The document outlines a 12-step recipe for successful knowledge transfer based on lessons learned from partnerships with various companies.
Workshop 02
1. Health promotion programs are important for unemployed individuals, especially those aged 50 and older, to help preserve employability and quality of life. However, such programs are currently underdeveloped.
2. Long-term unemployed individuals aged 50-60 who participated in qualification programs that included psychosocial counseling achieved higher reemployment rates compared to those using standard support.
3. Community-based health promotion programs that help build social support networks can significantly improve unemployed individuals' psychological well-being and reduce health risks.
Workshop 03
The Senior Studies Institute at the University of Strathclyde provides lifelong learning opportunities for people over 50 through classes, seminars, and university course access. As populations age, more older workers will stay in the labor market longer to address workforce challenges. Potential solutions include reviewing ageist recruitment and training practices, and creating flexible work arrangements to take advantage of experienced older workers who face barriers to continuing employment.
Workshop 04
This document discusses issues around all-age employment in Greece and initiatives to address them. It notes a lack of targeted policies and few practices around age management in Greece. This has led to unfavorable scenarios as the population over 55 is projected to rise significantly. Several organizations are working on initiatives like knowledge transfer workshops, mapping the current situation, and promoting good practices in age management to help adapt solutions from other European countries and mainstream effective practices. The anticipated results include adapting European approaches to Greece, promoting innovative age management practices, and impacting employment and social integration systems, practices and policies.
Workshop 05
The document describes the Jobsis Mentoring Model project in Finland which aims to help social and health care professionals find employment through job rotation and mentoring. The mentoring model involves pairing experienced employees with less experienced mentees over a 14 week practical training period. Evaluation found that the majority of mentees and mentors felt the mentoring relationship and model were effective learning tools and over 80% of mentees achieved their learning goals. 12 out of 17 mentees found work in social or health care after completing the training and mentoring.
Workshop 06
The CAWA project aims to increase awareness of workforce ageing issues through national and European discussions. It develops guidelines to improve individual choice and societal well-being. The project involves partners from Austria, Sweden, Spain, Bulgaria and is coordinated by the Working Lives Research Institute in London. National workshops in each country discuss best practices in sectors like hotels, retail, and healthcare. Case studies and reports are published on the project website.
Workshop 11
This document summarizes the findings of surveys conducted in France on senior employment and training. It found that company size, training opportunities, and years with a company influence access to training for workers aged 45+. While most employers see seniors as dedicated, some see them as less flexible. The document recommends helping smaller companies support seniors, and providing individual pathways for workers and tools for both employers and employees to plan second careers and anticipate demographic changes.
Workplaces In Change 1 - Slide 3/4
The document summarizes a study that aimed to map managers' decision latitude on age management issues and perceptions of and attitudes towards senior workers. A self-administered questionnaire was sent to 352 managers at Vattenfall Norden, with a 54.6% response rate. The study examined managers' decision latitude, perceptions of older workers, how older workers are treated, and what factors are important for managers' retirement decisions.
Workplaces In Change 1 - Slide 2/4
The document summarizes a study that evaluated Sweden's 80-90-100 policy which allows employees aged 58 and over to reduce their working hours to 80% of normal hours while receiving 90% of their salary and 100% of retirement contributions. The study interviewed employees and managers who participated in the policy to understand their perceptions. The results showed that the policy increased leisure time for employees and allowed some to continue working despite health issues. Managers found the policy increased productivity. However, implementing the policy in all roles was difficult. Overall, participants were satisfied with the policy and saw it as extending their working lives.
Learning And Qualifications 2 - Slide 1/3
The document discusses a knowledge transfer process competency model called Nova.PE for small and medium sized enterprises. The model involves a standardized process from start to end using a "knowledge tree" to transfer intergenerative knowledge. The date is July 18, 2007 and it involves Christian Riese from the Ruhr-University of Bochum.
More from republic (20)
Recently uploaded
[OReilly Superstream] Occupy the Space: A grassroots guide to engineering (an...
The typical problem in product engineering is not bad strategy, so much as “no strategy”. This leads to confusion, lack of motivation, and incoherent action. The next time you look for a strategy and find an empty space, instead of waiting for it to be filled, I will show you how to fill it in yourself. If you’re wrong, it forces a correction. If you’re right, it helps create focus. I’ll share how I’ve approached this in the past, both what works and lessons for what didn’t work so well.
"Choosing proper type of scaling", Olena Syrota
Imagine an IoT processing system that is already quite mature and production-ready and for which client coverage is growing and scaling and performance aspects are life and death questions. The system has Redis, MongoDB, and stream processing based on ksqldb. In this talk, firstly, we will analyze scaling approaches and then select the proper ones for our system.
“Temporal Event Neural Networks: A More Efficient Alternative to the Transfor...
“Temporal Event Neural Networks: A More Efficient Alternative to the Transfor...Edge AI and Vision Alliance
For the full video of this presentation, please visit: https://www.edge-ai-vision.com/2024/06/temporal-event-neural-networks-a-more-efficient-alternative-to-the-transformer-a-presentation-from-brainchip/
Chris Jones, Director of Product Management at BrainChip , presents the “Temporal Event Neural Networks: A More Efficient Alternative to the Transformer” tutorial at the May 2024 Embedded Vision Summit.
The expansion of AI services necessitates enhanced computational capabilities on edge devices. Temporal Event Neural Networks (TENNs), developed by BrainChip, represent a novel and highly efficient state-space network. TENNs demonstrate exceptional proficiency in handling multi-dimensional streaming data, facilitating advancements in object detection, action recognition, speech enhancement and language model/sequence generation. Through the utilization of polynomial-based continuous convolutions, TENNs streamline models, expedite training processes and significantly diminish memory requirements, achieving notable reductions of up to 50x in parameters and 5,000x in energy consumption compared to prevailing methodologies like transformers.
Integration with BrainChip’s Akida neuromorphic hardware IP further enhances TENNs’ capabilities, enabling the realization of highly capable, portable and passively cooled edge devices. This presentation delves into the technical innovations underlying TENNs, presents real-world benchmarks, and elucidates how this cutting-edge approach is positioned to revolutionize edge AI across diverse applications.Choosing The Best AWS Service For Your Website + API.pptx
Have you ever been confused by the myriad of choices offered by AWS for hosting a website or an API?
Lambda, Elastic Beanstalk, Lightsail, Amplify, S3 (and more!) can each host websites + APIs. But which one should we choose?
Which one is cheapest? Which one is fastest? Which one will scale to meet our needs?
Join me in this session as we dive into each AWS hosting service to determine which one is best for your scenario and explain why!
Your One-Stop Shop for Python Success: Top 10 US Python Development Providers
Simplify your search for a reliable Python development partner! This list presents the top 10 trusted US providers offering comprehensive Python development services, ensuring your project's success from conception to completion.
Biomedical Knowledge Graphs for Data Scientists and Bioinformaticians
Dmitrii Kamaev, PhD
Senior Product Owner - QIAGEN
Connector Corner: Seamlessly power UiPath Apps, GenAI with prebuilt connectors
Join us to learn how UiPath Apps can directly and easily interact with prebuilt connectors via Integration Service--including Salesforce, ServiceNow, Open GenAI, and more.
The best part is you can achieve this without building a custom workflow! Say goodbye to the hassle of using separate automations to call APIs. By seamlessly integrating within App Studio, you can now easily streamline your workflow, while gaining direct access to our Connector Catalog of popular applications.
We’ll discuss and demo the benefits of UiPath Apps and connectors including:
Creating a compelling user experience for any software, without the limitations of APIs.
Accelerating the app creation process, saving time and effort
Enjoying high-performance CRUD (create, read, update, delete) operations, for
seamless data management.
Speakers:
Russell Alfeche, Technology Leader, RPA at qBotic and UiPath MVP
Charlie Greenberg, host
How to Interpret Trends in the Kalyan Rajdhani Mix Chart.pdf
A Mix Chart displays historical data of numbers in a graphical or tabular form. The Kalyan Rajdhani Mix Chart specifically shows the results of a sequence of numbers over different periods.
zkStudyClub - LatticeFold: A Lattice-based Folding Scheme and its Application...
Folding is a recent technique for building efficient recursive SNARKs. Several elegant folding protocols have been proposed, such as Nova, Supernova, Hypernova, Protostar, and others. However, all of them rely on an additively homomorphic commitment scheme based on discrete log, and are therefore not post-quantum secure. In this work we present LatticeFold, the first lattice-based folding protocol based on the Module SIS problem. This folding protocol naturally leads to an efficient recursive lattice-based SNARK and an efficient PCD scheme. LatticeFold supports folding low-degree relations, such as R1CS, as well as high-degree relations, such as CCS. The key challenge is to construct a secure folding protocol that works with the Ajtai commitment scheme. The difficulty, is ensuring that extracted witnesses are low norm through many rounds of folding. We present a novel technique using the sumcheck protocol to ensure that extracted witnesses are always low norm no matter how many rounds of folding are used. Our evaluation of the final proof system suggests that it is as performant as Hypernova, while providing post-quantum security.
Paper Link: https://eprint.iacr.org/2024/257
Mutation Testing for Task-Oriented Chatbots
Conversational agents, or chatbots, are increasingly used to access all sorts of services using natural language. While open-domain chatbots - like ChatGPT - can converse on any topic, task-oriented chatbots - the focus of this paper - are designed for specific tasks, like booking a flight, obtaining customer support, or setting an appointment. Like any other software, task-oriented chatbots need to be properly tested, usually by defining and executing test scenarios (i.e., sequences of user-chatbot interactions). However, there is currently a lack of methods to quantify the completeness and strength of such test scenarios, which can lead to low-quality tests, and hence to buggy chatbots.
To fill this gap, we propose adapting mutation testing (MuT) for task-oriented chatbots. To this end, we introduce a set of mutation operators that emulate faults in chatbot designs, an architecture that enables MuT on chatbots built using heterogeneous technologies, and a practical realisation as an Eclipse plugin. Moreover, we evaluate the applicability, effectiveness and efficiency of our approach on open-source chatbots, with promising results.
“How Axelera AI Uses Digital Compute-in-memory to Deliver Fast and Energy-eff...
“How Axelera AI Uses Digital Compute-in-memory to Deliver Fast and Energy-eff...Edge AI and Vision Alliance
For the full video of this presentation, please visit: https://www.edge-ai-vision.com/2024/06/how-axelera-ai-uses-digital-compute-in-memory-to-deliver-fast-and-energy-efficient-computer-vision-a-presentation-from-axelera-ai/
Bram Verhoef, Head of Machine Learning at Axelera AI, presents the “How Axelera AI Uses Digital Compute-in-memory to Deliver Fast and Energy-efficient Computer Vision” tutorial at the May 2024 Embedded Vision Summit.
As artificial intelligence inference transitions from cloud environments to edge locations, computer vision applications achieve heightened responsiveness, reliability and privacy. This migration, however, introduces the challenge of operating within the stringent confines of resource constraints typical at the edge, including small form factors, low energy budgets and diminished memory and computational capacities. Axelera AI addresses these challenges through an innovative approach of performing digital computations within memory itself. This technique facilitates the realization of high-performance, energy-efficient and cost-effective computer vision capabilities at the thin and thick edge, extending the frontier of what is achievable with current technologies.
In this presentation, Verhoef unveils his company’s pioneering chip technology and demonstrates its capacity to deliver exceptional frames-per-second performance across a range of standard computer vision networks typical of applications in security, surveillance and the industrial sector. This shows that advanced computer vision can be accessible and efficient, even at the very edge of our technological ecosystem.GraphRAG for LifeSciences Hands-On with the Clinical Knowledge Graph
Tomaz Bratanic
Graph ML and GenAI Expert - Neo4j
Programming Foundation Models with DSPy - Meetup Slides
Prompting language models is hard, while programming language models is easy. In this talk, I will discuss the state-of-the-art framework DSPy for programming foundation models with its powerful optimizers and runtime constraint system.
June Patch Tuesday
Ivanti’s Patch Tuesday breakdown goes beyond patching your applications and brings you the intelligence and guidance needed to prioritize where to focus your attention first. Catch early analysis on our Ivanti blog, then join industry expert Chris Goettl for the Patch Tuesday Webinar Event. There we’ll do a deep dive into each of the bulletins and give guidance on the risks associated with the newly-identified vulnerabilities.
Crafting Excellence: A Comprehensive Guide to iOS Mobile App Development Serv...
Crafting Excellence: A Comprehensive Guide to iOS Mobile App Development Serv...Pitangent Analytics & Technology Solutions Pvt. Ltd
Discover top-tier mobile app development services, offering innovative solutions for iOS and Android. Enhance your business with custom, user-friendly mobile applications.Main news related to the CCS TSI 2023 (2023/1695)
An English 🇬🇧 translation of a presentation to the speech I gave about the main changes brought by CCS TSI 2023 at the biggest Czech conference on Communications and signalling systems on Railways, which was held in Clarion Hotel Olomouc from 7th to 9th November 2023 (konferenceszt.cz). Attended by around 500 participants and 200 on-line followers.
The original Czech 🇨🇿 version of the presentation can be found here: https://www.slideshare.net/slideshow/hlavni-novinky-souvisejici-s-ccs-tsi-2023-2023-1695/269688092 .
The videorecording (in Czech) from the presentation is available here: https://youtu.be/WzjJWm4IyPk?si=SImb06tuXGb30BEH .
Recently uploaded (20)
[OReilly Superstream] Occupy the Space: A grassroots guide to engineering (an...
[OReilly Superstream] Occupy the Space: A grassroots guide to engineering (an...
Deep Dive: AI-Powered Marketing to Get More Leads and Customers with HyperGro...
Deep Dive: AI-Powered Marketing to Get More Leads and Customers with HyperGro...
“Temporal Event Neural Networks: A More Efficient Alternative to the Transfor...
“Temporal Event Neural Networks: A More Efficient Alternative to the Transfor...
Choosing The Best AWS Service For Your Website + API.pptx
Choosing The Best AWS Service For Your Website + API.pptx
Your One-Stop Shop for Python Success: Top 10 US Python Development Providers
Your One-Stop Shop for Python Success: Top 10 US Python Development Providers
Biomedical Knowledge Graphs for Data Scientists and Bioinformaticians
Biomedical Knowledge Graphs for Data Scientists and Bioinformaticians
Connector Corner: Seamlessly power UiPath Apps, GenAI with prebuilt connectors
Connector Corner: Seamlessly power UiPath Apps, GenAI with prebuilt connectors
How to Interpret Trends in the Kalyan Rajdhani Mix Chart.pdf
How to Interpret Trends in the Kalyan Rajdhani Mix Chart.pdf
Nordic Marketo Engage User Group_June 13_ 2024.pptx
Nordic Marketo Engage User Group_June 13_ 2024.pptx
zkStudyClub - LatticeFold: A Lattice-based Folding Scheme and its Application...
zkStudyClub - LatticeFold: A Lattice-based Folding Scheme and its Application...
“How Axelera AI Uses Digital Compute-in-memory to Deliver Fast and Energy-eff...
“How Axelera AI Uses Digital Compute-in-memory to Deliver Fast and Energy-eff...
GraphRAG for LifeSciences Hands-On with the Clinical Knowledge Graph
GraphRAG for LifeSciences Hands-On with the Clinical Knowledge Graph
Programming Foundation Models with DSPy - Meetup Slides
Programming Foundation Models with DSPy - Meetup Slides
Crafting Excellence: A Comprehensive Guide to iOS Mobile App Development Serv...
Crafting Excellence: A Comprehensive Guide to iOS Mobile App Development Serv...
9 CEO's who hit $100m ARR Share Their Top Growth Tactics Nathan Latka, Founde...
9 CEO's who hit $100m ARR Share Their Top Growth Tactics Nathan Latka, Founde...
Altered Conditions And Attitudes 2 - Slide 1/2
- 3. Year 2010 - 2030 in Sweden More than 22 % of the population are 65 or older 22
- 4. Retirement age in Sweden (2006 ) 63 Women 61 for women in the local authorities 64 Men 62 for men in the local authorities Sweden Municipality Retirement
- 7. Is it important for the organisation to retain employees until they are 65? Important! Not important 59 % 41 %
- 9. - The five most common reasons for employees who are 55 or older to leave working life before they reach 65? Physical ill-health Family life and laisure activities Financial reasons Wives/partners/family members have stopped working Retirement on a contractual pension Physical ill-health Husbands/partners/family members have stopped working Family life and leisure activities Financial reasons Mental ill-health
- 11. - Are there special employer-policy strategies in the organisation for workers over the age of 55? 89 % No 11 % Yes
- 13. - Is the age perspective taken up in personal development interviews? 32 % Yes 68 % No
- 19. Comments of the Committee of the Regions on demography: “ An early exit from the labour market must not be supported. The societies of Europe, and above all the social partners, should develop new models for the distribution of work throughout the course of an individual’s life. This is, on the one hand, about creating better employment conditions for younger workers and, on the other, about promoting employment to an increasing age”