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This document lists the countries, organizations, and types of representatives present at a networking event. Countries included France, Portugal, Denmark, Great Britain, Germany, Belgium, Sweden, Finland, Norway, and Italy. Organizations involved the public and private sectors, universities, employers, and more. Representatives covered a wide range of areas like labor policy, businesses of all sizes, employment status, and research.
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Session 05
The document discusses four perspectives on learning in the workplace for older workers:
1) Participating perspective views learning as participating in communities of practice alongside other members.
2) Expanding perspective sees learning as the expansion of ideas and activities within cultural-historical systems through contradictions.
3) Emerging perspective considers learning as an emergent process within complex adaptive systems through non-linear interactions.
4) Desiring/fearing perspective examines how cultural fears and desires unconsciously shape how people learn and see themselves.
All perspectives emphasize examining the entire work system, cognition as embodied, and critically analyzing workplace practices, values and the forces sustaining them.
Learning And Qualifications 3 - Slide 1/4
The document discusses a qualification scheme called AQUA for middle-aged women in Germany. The project aims to empower women through lifelong learning and gaining a formal qualification. It provides support for self-directed learning groups and helps participants share experiences to overcome obstacles. The learning process involves understanding one's learning style, time management, making theory practical, and gaining appreciation from colleagues. It also discusses the roles and support needed from line managers for the women participating.
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The Portuguese Ministry of Labour and Social Solidarity recognizes the importance of certification programs in boosting qualifications and promoting active aging. Portugal's Recognition, Validation and Certification of Skills system aims to increase qualification levels of both young and adult populations through vocational training and professional certification. Over 250,000 adults have participated in the program at 268 New Opportunities Centers, with nearly 100,000 adults already certified. The certification program has had direct impacts such as improved self-esteem and indirect impacts on employability and continued participation in the workforce.
Workshop 17
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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.
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1) An offensive "age conscious leadership" strategy aims to influence all employees and has lower costs and demands for changes in employee behavior compared to defensive strategies.
2) A defensive "age adjusted work hours" strategy has higher costs due to lost production and refilling labor. It demands greater changes in employee behavior to achieve profitability.
3) Applying the models to a case study organization, the offensive strategy had the lowest costs and profitability demands in terms of productivity increases and sick leave reductions needed
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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.
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The document outlines a mentee program with the goal of assisting employees in reaching their full potential. The program includes an initial information meeting, a thinking day for self-reflection, and finding an optional mentor to meet with monthly for development discussions. Mentors and mentees then come together periodically for group meetings and seminars to share experiences and work on developing competencies over the course of the program.
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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.
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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.
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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.
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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.
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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.
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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.
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.
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.
Learning And Qualifications 2 - Slide 2/3
The document discusses skills transfer and lifelong learning for older workers. It notes that older workers' skills can become obsolete but focusing on skills transfer is more proactive than focusing on age. While much is known about why lifelong learning is important for older workers, less progress has been made on how to implement it. Workplaces are key to success but training institutions also need new approaches to support skills transfer. The participation of older workers, especially those over 55, in education and training remains lower than other age groups.
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.
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Editor's Notes
- Welcome! Bright and early for the 2 nd day of the conference