Session 01
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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.
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The document discusses efforts by companies like Accenture, Marks and Spencer, and others to address youth unemployment in the UK. It describes Accenture's Skills to Succeed Academy, which provides online training to develop employability skills for young people. Marks and Spencer outlines its three-part approach including a program with The Prince's Trust giving young people work placements and engaging suppliers. It also discusses the Movement to Work initiative where companies pledge to provide 4-6 week training placements for unemployed youth equivalent to 2% of their workforce and engage suppliers to multiply the impact. The goal is to create 100,000 placements for unemployed youth by June 2015 to help develop skills and lead to jobs.EDT Schemes in the UK
The Engineering Development Trust (EDT) runs several programs to encourage young people to pursue careers in science, engineering, and technology and to fill skills gaps. The programs include Go4SET for year 9 students, the Engineering Education Scheme for year 12 students, Headstart for year 12 students, and The Year in Industry program for gap year students and undergraduates. These programs provide work-related learning opportunities for students and early access to potential future employees for participating companies.
The prosperity of Europe - Kurki (Leila)
The document discusses ways to promote sustainable productivity growth in Europe by boosting companies' productivity in a way that supports employees. It argues that traditional economic drivers alone are not enough and deeper reforms are needed that focus on speed, innovativeness, ability to change, and staff involvement. Sustainable productivity considers not just outputs but also the physical and psycho-social working environment. The document concludes that sustainable productivity growth is best achieved by supporting workers' resources, workplace innovation, and technology skills through European support for quality work programs.
HR and workforce planning for the recovery
HR managers are currently seeking solutions to the problems of the GFC. Argues that HR managers should learn from the mistakes of the 1990s and prepare for the recovery.
Havant skills and employability - Training and business funding for sme's
The Havant Skills and Employability Partnership forum held a breakfast seminar recently for 70 local business representatives to raise awareness of free training and business funding opportunities.
The Havant Skills and Employability Partnership are forming links between local education establishments and businesses in order to work together in facilitating volunteering programmes to help young people become work ready.
Anyone interested in joining the forum or finding out more please get in touch: angela.mays@fasset.co.uk
Havant Skills and Employability - Training and Business Funding for SME's
The document provides information about an event hosted by the Havant Skills & Employability Partnership. It includes presentations on apprenticeships, skills support for the workforce, and business grant funding. The agenda indicates there will be discussions on developing young people to be work ready through volunteer programs and corporate social responsibility initiatives. It also outlines details about apprenticeship levels and frameworks, the apprenticeship recruitment service, traineeships, and sources of funding for small businesses and those looking to expand.
2015 Talent Shortage Survey Results - Switzerland
The document summarizes the results of a talent shortage survey conducted in Switzerland. It finds that 2 out of 5 Swiss employers report difficulty filling jobs. The hardest jobs to fill are skilled trades, management/executives, sales, accounting/finance, and administrative professionals. The top reasons for the shortage are lack of technical competencies, lack of applicants, lack of soft skills, lack of experience, and candidates seeking higher salaries. This talent shortage is impacting employers through reduced ability to serve clients, lower competitiveness, and increased costs. In response, employers are adopting new recruiting practices, training existing staff, exploring new talent sources, and implementing alternative work models like virtual work.
SSOW-Web8
The document provides information about the 18th Annual Australasian Shared Services & Outsourcing Week conference taking place June 9-12, 2015 in Melbourne, Australia. The conference will focus on digital transformation, data analytics, and partnerships and how they can deliver increased value. It will include presentations, workshops, and site visits over the three day period. Early registration before March 20th provides a $1500 discount. The conference aims to provide leading industry insights and practices to over 500 shared services and business transformation professionals from over 220 organizations.
HR's role in this recession and the coming recovery
What role can HR play in the current recession and the eventual recovery? An extended version of a presentation given at AHRI Practice Day in Adelaide, Australia, March 13, 2009, this paper argues that retention will be the real issue for clear-sighted HR managements, and that the main practice for responsible HR managers is business-driven workforce planning. Let me know what you think.
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.
Opportunities To Grow
The document provides information about bidding for contracts from the Department for Work and Pensions (DWP) in the UK, including upcoming procurement opportunities, the bidding process, and tips for writing successful bids. It outlines DWP's plans for 2009/10, which include various employment programs, and discusses the transition to a prime contracting model with fewer but larger providers.
Learning outcomes assessed within this piece of work as agreed.docx
Learning outcomes assessed within this piece of work as agreed at the programme level meeting
Knowledge: Critically evaluate an in-depth aspect of HRM practice, aligned to a specific problem-based scenario.
Intellectual/transferrable: Application of different types of resources (e.g. scholarly articles and case examples) to support recommendations aimed at resolving human resource management problems within an organisational context.
Type of assessment:
Individual report
Assessment deadline:
26/3/2017 (TBC)Instructions for assessment
You are required to produce an individual report (3,000 words) based on a given HRM case scenario exploring and proposing recommendations to resolve the key HRM issues highlighted in the case scenario, together with an outline implementation on plan to support your recommendations.
You are able to choose from one of three case scenarios as the basis for your report. You will find the case scenarios at the end of this assessment brief, together with the marking rubric. This information is also available on Moodle, together with some examples of previous assessment, so you get a better understanding of the expectations.The word limit for this assessment is 3,000 words, excluding references
How will we support you with your assessment?
• Seminars designed to help you practise the skills you will need to be successful in the assessment
• Formative feedback on a draft of your report outline (provided by your Seminar Tutor after reading week)
• Links to the assessment throughout your seminars
• Examples of previous coursework discussed in seminars, as well as extracts of coursework on Moodle from different grade boundaries where available
How will your work be assessed?
Your work will be assessed by a subject expert who will use the marking rubric provided on Moodle. When you access your marked work it is important that you reflect on the feedback so that you can use it to improve future assignments.
Referencing
You MUST use the Harvard System.
Case scenarios
N.B. Please refer to the guidance notes on Moodle when choosing a case scenario for your assignment. You only need to choose one of the case scenarios below for your individual report.
Case scenario 1 – Age Diversity in a High Performance Car Design and Manufacturing Company
WWBM Luxury Cars is a multi-national car design and manufacturing company. It currently employs 80,000 employees worldwide and operates in 80 different countries. Although the organization has placed increasing emphasis on diversity in recent years, it recognizes that that there is still more that can be done to be recognised as an exemplar organization. .
WWBM Luxury Cars is becoming more aware of the issues relating to age diversity, given the changing demographics amongst the global workforce. The average age of its current employees is relatively high, 48 years. However the average age of employees in some of the more specialist technical roles is much higher. The organi ...
Towards Maturity & PA Consulting presentation
This document discusses preparing for the future of learning in healthcare. It summarizes findings from a survey that show top learning organizations are more likely to establish clear goals, think differently, understand learners, use appropriate technology, make learning a team effort, provide ongoing training, use common sense frameworks, keep improving, and implement learning solutions. The document advocates for using experiences and resources to support on-the-job learning. It acknowledges challenges healthcare faces in adopting new learning technologies and developing skills, and provides recommendations for defining needs, designing practical support, and iterating based on user feedback to prepare for future changes.
ProdSummit 2017: André Knüppel, C2U Group
This document discusses the importance of organizational culture and change management. It describes Kotter's eight steps for successful change, including increasing urgency, building a guiding team, communicating vision, empowering employees and creating short-term wins. It then provides examples of how a company called REC Wafer Herøya implemented cultural change through Kotter's framework, such as understanding the business case and culture, empowering cross-functional teams, and establishing weekly goals and communications. The key takeaway is that cultural change must start with leadership and a systematic approach is needed to change elements of an organization's culture.
HRSS Cherobelle (2)
This document provides information about a 3-day training course on driving value in HR shared services held from September 29 to October 2, 2015 in Singapore. The training will be led by Andrew Spence, an expert in HR transformation, and will include a session from Sandeep Tandon on DuPont's HR shared services journey. Attendees will learn strategies for designing, building, and launching successful HR shared services through case studies, tools, and insights from other transformations. The agenda covers topics such as implementation roadmaps, change management, and optimizing HR shared services. Participants will include heads of HR shared services, HR, and related roles.
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DWP supplier event 23 May 2014 National Employer Service Team Sunita Singal a...
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HR's role in this recession and the coming recovery
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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 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.
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.
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 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.
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 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.
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Session 01
- 1. Older Workforce 070619 retain retaire
- 3. What percentage of your workforce is planning to retire in the next five to 10 years and what impact will it have on your organisation
- 15. Older Workers – Attractive people
- 16. Long before the exodus of key older employees from the organisation, it is necessary for the company to develop its own transition plans to ease the change process, including the knowledge transfer plan, to ensure that as mutch intellectual capital as possible can be retained within the organisation