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The document discusses lifelong learning opportunities for older workers and identifies several issues that can limit their participation. It analyzes the problem from four perspectives: participating communities of practice, cultural-historical activity theory, complexity theory, and psychoanalytic theory. All perspectives emphasize examining the entire work system and social/historical factors that influence what knowledge is valued. Overall, the document calls for a critical examination of ageism and norms in the workplace to create more inclusive learning spaces that bring multiple generations together and value the strengths of different groups.
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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 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.
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 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.
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.
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Learning And Qualifications 3 - Slide 3/4
- 1. Lifelong Learning and Older Workers Tara Fenwick University of Alberta, Canada
- 5. Four perspectives of system learning Participating Communities of practice Expanding Cultural-historical activity theory Emerging Complexity theory view Desiring/Fearing Psychoanalytic view
- 7. Learning as emerging ( complexity science view )
- 10. Where are the learning spaces and places?
- 11. What forms of knowledge are valued most?
Editor's Notes
- Defined as 55-64, which is the target group of Older Workers in Canada’s Target Initiatives