This document discusses flexibility in the workplace for older workers. It begins by defining different types of flexible work options and noting that flexibility has been hypothesized as important for older workers to cope with health issues or gradual retirement. However, the document finds that in reality, access to flexibility is limited. While employers and policies support flexibility, implementation is challenging, and line managers may resist due to operational pressures. The types of flexibility also depend heavily on the type of work. Ultimately, the evidence suggests flexibility is not widely available or understood, and informal, unplanned flexibility arrangements are more common than formal options. Gender also influences flexibility, as women often already work part-time so phased retirement has less meaning.
This presentation was made by Brisbane Family Law Centre Director, Clarissa Rayward, on behalf of the Queensland Law Society.
Clarissa was asked to present on this topic as a result of her experience owning and operating two small businesses.
Case study: Working flexibly in large company - NABFlint Wilkes
NAB promotes flexibility as key to diversity and inclusion. It created online tools to help its 30,000+ employees negotiate flexible arrangements. The Flexible Working Toolkit empowers employees to propose and set up flexible arrangements directly with managers. In 2016, over 4,000 employees used the toolkit. Surveys found 85% of employees feel they have sufficient flexibility. The document also provides an example of a long-term employee who successfully proposed a job share arrangement to balance work and retirement.
This document provides a summary of key steps for employees to request and manage flexible working arrangements:
1. Identify potential flexibility options that could work, considering your team's needs. Discuss options with your manager and be prepared to address their concerns about productivity, commitment, trust and communication.
2. Express interest to your manager by emphasizing understanding of challenges, a results-focused approach, and how flexibility could help organizational goals. Suggest negotiating a small set of options.
3. Recognize your preferred flexibility may not be possible. Australian law provides a right to request flexibility for some employees, but employers can refuse for reasonable business reasons. Be prepared with alternative ideas.
4. To make
Making Flexible Work a Success SSA release Dec 2011Robin Mullen
This document provides an introduction to flexible work arrangements. It defines flexible work as arrangements that provide flexibility in when, where, and how work is done, including part-time work, job sharing, working from home, and various leave options. The document discusses the organizational benefits of flexible work arrangements, such as reduced turnover, lower stress, and greater productivity among employees. Flexible work can also help organizations attract and retain valuable talent by improving employer attractiveness. However, barriers to the implementation of flexible work include concerns about costs and impacts on productivity, as well as resistance from managers and coworkers.
Flexible working allows employees to set alternative working hours, change hours with notice to fit other parts of their lives, or work remotely from home or elsewhere. It can increase productivity and lower overheads for employers. Flexible working is in demand, with 14 million Britons and 42% of the working population wanting it, yet only 6.2% of vacancies mention it. While flexible working provides benefits, employers must maintain effective communication, accountability, and find the right balance with structure to avoid dissatisfaction. Flexible working differs from gig work in providing stability, loyalty, and feeling valued to employees. Implementing flexible work requires securing management commitment, consulting employees, and clearly communicating policies.
The document discusses effective strategies for selecting and placing employees, including:
1. Having an accurate job description that clearly outlines responsibilities can reduce turnover by attracting applicants that are a good fit for the role.
2. Companies like Google and Southwest Airlines hire for cultural fit by assessing how a candidate's values and personality align with the company culture.
3. Interview questions should be focused on work experience and qualifications rather than personal details to avoid potential discrimination. Tests used in selection must also be job-related.
BUS117 W2D2 NotesHow Can Jobs Be RedesignedEvery day was the.docxRAHUL126667
BUS117 W2D2 Notes
How Can Jobs Be Redesigned?
“Every day was the same thing,” Frank Greer said. “Stand on that assembly line. Wait for an instrument panel to be moved into place. Unlock the mechanism and drop the panel into the Jeep Liberty as it moved by on the line. Then I plugged in the harnessing wires. I repeated that for eight hours a day. I don’t care that they were paying me twenty-four dollars an hour. I was going crazy. I did it for almost a year and a half. Finally, I just said to my wife that this isn’t going to be the way I’m going to spend the rest of my life. My brain was turning to JELL-O on that Jeep assembly line. So I quit. Now I work in a print shop and I make less than fifteen dollars an hour. But let me tell you, the work I do is really interesting. The job changes all the time, I’m continually learning new things, and the work really challenges me! I look forward every morning to going to work again.”
The repetitive tasks in Frank Greer’s job at the Jeep plant provided little variety, autonomy, or motivation. In contrast, his job in the print shop is challenging and stimulating. Let’s look at some of the ways to put JCM into practice to make jobs more motivating.
JOB ROTATION
If employees suffer from overroutinization of their work, one alternative is job rotation, or the periodic shifting of an employee from one task to another with similar skill requirements at the same organizational level (also called cross-training). At Singapore Airlines, a ticket agent may take on the duties of a baggage handler. Extensive job rotation is one of the reasons Singapore Airlines is rated one of the best airlines in the world and is a highly desirable place to work. Many manufacturing firms have adopted job rotation as a means of increasing flexibility and avoiding layoffs. Managers at Apex Precision Technologies, a custom-machine shop in Indiana, train workers on all the company’s equipment so they can move around as needed in response to incoming orders. During the 2001 recession, Cleveland-based Lincoln Electric moved some salaried workers to hourly clerical jobs and rotated production workers among various machines. This manufacturer of welding and cutting parts was able to minimize layoffs because of its commitment to continually cross-training and moving workers wherever they’re needed.
The strengths of job rotation are that it reduces boredom, increases motivation, and helps employees better understand how their work contributes to the organization. An indirect benefit is that employees with a wider range of skills give management more flexibility in scheduling work, adapting to changes, and filling vacancies.4 However, job rotation is not without drawbacks. Training costs increase, and productivity is reduced by moving a worker into a new position just when efficiency at the prior job is creating organizational economies. Job rotation also creates disruptions when members of the work group have to adjust to the new employee. ...
This presentation was made by Brisbane Family Law Centre Director, Clarissa Rayward, on behalf of the Queensland Law Society.
Clarissa was asked to present on this topic as a result of her experience owning and operating two small businesses.
Case study: Working flexibly in large company - NABFlint Wilkes
NAB promotes flexibility as key to diversity and inclusion. It created online tools to help its 30,000+ employees negotiate flexible arrangements. The Flexible Working Toolkit empowers employees to propose and set up flexible arrangements directly with managers. In 2016, over 4,000 employees used the toolkit. Surveys found 85% of employees feel they have sufficient flexibility. The document also provides an example of a long-term employee who successfully proposed a job share arrangement to balance work and retirement.
This document provides a summary of key steps for employees to request and manage flexible working arrangements:
1. Identify potential flexibility options that could work, considering your team's needs. Discuss options with your manager and be prepared to address their concerns about productivity, commitment, trust and communication.
2. Express interest to your manager by emphasizing understanding of challenges, a results-focused approach, and how flexibility could help organizational goals. Suggest negotiating a small set of options.
3. Recognize your preferred flexibility may not be possible. Australian law provides a right to request flexibility for some employees, but employers can refuse for reasonable business reasons. Be prepared with alternative ideas.
4. To make
Making Flexible Work a Success SSA release Dec 2011Robin Mullen
This document provides an introduction to flexible work arrangements. It defines flexible work as arrangements that provide flexibility in when, where, and how work is done, including part-time work, job sharing, working from home, and various leave options. The document discusses the organizational benefits of flexible work arrangements, such as reduced turnover, lower stress, and greater productivity among employees. Flexible work can also help organizations attract and retain valuable talent by improving employer attractiveness. However, barriers to the implementation of flexible work include concerns about costs and impacts on productivity, as well as resistance from managers and coworkers.
Flexible working allows employees to set alternative working hours, change hours with notice to fit other parts of their lives, or work remotely from home or elsewhere. It can increase productivity and lower overheads for employers. Flexible working is in demand, with 14 million Britons and 42% of the working population wanting it, yet only 6.2% of vacancies mention it. While flexible working provides benefits, employers must maintain effective communication, accountability, and find the right balance with structure to avoid dissatisfaction. Flexible working differs from gig work in providing stability, loyalty, and feeling valued to employees. Implementing flexible work requires securing management commitment, consulting employees, and clearly communicating policies.
The document discusses effective strategies for selecting and placing employees, including:
1. Having an accurate job description that clearly outlines responsibilities can reduce turnover by attracting applicants that are a good fit for the role.
2. Companies like Google and Southwest Airlines hire for cultural fit by assessing how a candidate's values and personality align with the company culture.
3. Interview questions should be focused on work experience and qualifications rather than personal details to avoid potential discrimination. Tests used in selection must also be job-related.
BUS117 W2D2 NotesHow Can Jobs Be RedesignedEvery day was the.docxRAHUL126667
BUS117 W2D2 Notes
How Can Jobs Be Redesigned?
“Every day was the same thing,” Frank Greer said. “Stand on that assembly line. Wait for an instrument panel to be moved into place. Unlock the mechanism and drop the panel into the Jeep Liberty as it moved by on the line. Then I plugged in the harnessing wires. I repeated that for eight hours a day. I don’t care that they were paying me twenty-four dollars an hour. I was going crazy. I did it for almost a year and a half. Finally, I just said to my wife that this isn’t going to be the way I’m going to spend the rest of my life. My brain was turning to JELL-O on that Jeep assembly line. So I quit. Now I work in a print shop and I make less than fifteen dollars an hour. But let me tell you, the work I do is really interesting. The job changes all the time, I’m continually learning new things, and the work really challenges me! I look forward every morning to going to work again.”
The repetitive tasks in Frank Greer’s job at the Jeep plant provided little variety, autonomy, or motivation. In contrast, his job in the print shop is challenging and stimulating. Let’s look at some of the ways to put JCM into practice to make jobs more motivating.
JOB ROTATION
If employees suffer from overroutinization of their work, one alternative is job rotation, or the periodic shifting of an employee from one task to another with similar skill requirements at the same organizational level (also called cross-training). At Singapore Airlines, a ticket agent may take on the duties of a baggage handler. Extensive job rotation is one of the reasons Singapore Airlines is rated one of the best airlines in the world and is a highly desirable place to work. Many manufacturing firms have adopted job rotation as a means of increasing flexibility and avoiding layoffs. Managers at Apex Precision Technologies, a custom-machine shop in Indiana, train workers on all the company’s equipment so they can move around as needed in response to incoming orders. During the 2001 recession, Cleveland-based Lincoln Electric moved some salaried workers to hourly clerical jobs and rotated production workers among various machines. This manufacturer of welding and cutting parts was able to minimize layoffs because of its commitment to continually cross-training and moving workers wherever they’re needed.
The strengths of job rotation are that it reduces boredom, increases motivation, and helps employees better understand how their work contributes to the organization. An indirect benefit is that employees with a wider range of skills give management more flexibility in scheduling work, adapting to changes, and filling vacancies.4 However, job rotation is not without drawbacks. Training costs increase, and productivity is reduced by moving a worker into a new position just when efficiency at the prior job is creating organizational economies. Job rotation also creates disruptions when members of the work group have to adjust to the new employee. ...
This document provides guidance for managers on creating successful flexible work teams. It discusses 10 good practices for managing flexibility: 1) leadership, 2) team culture, 3) active learning, 4) information flow, 5) resource planning, 6) performance management, 7) self-management, 8) stakeholder management, 9) legal risk management, and 10) change management. For each practice, it offers questions for managers to assess their current approach and provides strategies to strengthen their flexibility management skills. The overall aim is to help managers maximize the opportunities and benefits that flexibility brings to teams and organizations.
Executive Digest: managing resources, managing the crowd and disrupting indus...Ian McCarthy
This article discusses the opportunities and challenges around remanufactured and refurbished consumer products. Key points:
- Product returns represent a large opportunity as many are still functional but returned for convenience. Remanufacturing can generate additional profit.
- Consumers have mixed views - some see value in lower prices but others view remanufactured products negatively as "dirty" or lower quality.
- The two biggest drivers of demand are quality perceptions and pricing. Emphasizing quality and discounting remanufactured products up to 40% can boost appeal.
- Branding, green marketing, and managing "disgust" perceptions also impact appeal. Outsourcing remanufacturing
This document discusses strategies for improving employee retention through onboarding surveys, retention surveys, and exit interviews. It notes that the average employee tenure is around 4 years but is higher for public sector employees. Retention surveys can identify what employees value in their work and what might encourage them to stay, beyond just pay increases. Exit interviews provide feedback but often lack honesty; combining online and in-person interviews may yield more useful insights. Properly addressing issues raised can help reduce unwanted turnover and keep valuable employees.
ILC-UK and the Actuarial Profession debate: Changing the perception of retire...ILC- UK
For the third year in a row. ILC-UK launched into the new year with events in both Scotland and England. These events, in partnership with the Actuarial Profession, and supported by Swiss Re, explored how the perception of retirement is changing and could change in the future.
The original concept of retirement is being eroded. Increasing concern over the costs of retirement has led to a shift of responsibility from Government and the corporate sector to the individual. The State Pension Age has been increased and public and private pensions are being scaled back.
Individuals are likely to have to work longer, contribute more and receive less than earlier generations. However, we need also to reflect that the older population is a very heterogeneous group, and the current balance of public and private funding will vary dramatically across the population.
At the same time we have seen dramatic improvements in life expectancy, and there is a huge opportunity (a longevity dividend) if further increases in life expectancy are spent in good health. This is certainly the case if we don’t just prolong survival for those with disease but delay the onset of disease and its progression. This requires flexibility in encouraging those that can work to work beyond current state pension ages and in focusing healthcare to those that will benefit. It also means changing people's behaviours towards work and retirement by highlighting the implications and restrictions of a long life beyond retirement, dependant on state funding.
At these events we highlighted particular initiatives that might help this period of transition - for example:
• developing agreed metrics of health status;
• cross-generational sharing of concerns so that each generation understands the challenges faced by others;
• moving towards patient-centred healthcare where geriatricians and GPs consider the holistic health of the individual;
• recognising the benefits and costs of preventative medicine and avoiding the trap of always assuming preventative medicine is preferable because it will cost less (it may not);
• provision of a suitable level of post-retirement income for all members of society and understanding what balance of public and private pension provision can help in this aim.
Following these events, the ILC-UK will launch a think piece which will explore the debate outlined above.
Agenda from the event
16:30 – 16:35
Welcome and introduction from chair Baroness Sally Greengross, Chief Executive, International Longevity Centre – UK
16:35 – 16:50
Sarah Vickerstaff, Professor of Work and Employment at the School of Social Policy, Sociology and Social Research, University of Kent
16:50 – 17:05
David Sinclair, ILC-UK
17:05 – 17:20
Stephen Balchin, DWP
17:20 – 17:35
Daniel Ryan, Swiss Re
17:35 – 18:30
Discussion and Q&A
This document discusses gender and work-life balance. It outlines how changes in demographics affect organizations and measures they can take to support employees' work-life balance, such as flexible working. Flexible working includes options like part-time work, flexi-time, job sharing, and working from home. Supporting work-life balance brings benefits like improved performance, retention, and discretionary effort. However, barriers include a take-up gap and perception that work-life balance policies are only for women with children. The document also examines differences in how work-life balance is experienced depending on factors like gender and profession.
Reimagining Work: A Chronicle of Past, Present, and FutureZyeta
The current work landscape is going through a period of significant transformation, marked by rapid changes and instability. In order to bring back the stability and familiarity of pre-pandemic times, organizations need to focus on providing choices to their employees and making their health a top priority within the workplace. This shift in mindset requires considering various concepts that are shaping the evolving work environment, such as smart workplaces, sustainable buildings, and meta workplaces.
A smart workplace refers to a technologically advanced and digitally connected environment that enhances productivity, efficiency, and employee experience. By integrating smart technologies like Internet of Things (IoT) devices, sensors, and automation, organizations can create workspaces that adapt to the needs and preferences of employees, optimizing their workflows and overall performance.
Sustainable buildings are another crucial aspect of the evolving work environment. These buildings are designed and constructed to have minimal environmental impact, promoting energy efficiency, waste reduction, and the use of renewable resources. By adopting sustainable practices in the workplace, organizations not only contribute to the well-being of the planet but also create healthier and more conducive work environments for their employees.
The concept of meta workplaces takes a holistic approach to shaping the future of work environments. It emphasizes the integration of physical and digital spaces, allowing employees to seamlessly transition between different work settings, whether it be in the office, at home, or in co-working spaces. Meta workplaces recognize the importance of flexibility, enabling employees to choose the most suitable work environment based on their tasks, preferences, and individual circumstances.
In the context of the "great resignation," where many employees are reassessing their career paths and leaving their jobs, it becomes imperative for leaders to make informed strategic decisions. The report provides valuable insights and analysis to assist leaders in understanding the changing dynamics of the work landscape. It helps them navigate through the challenges and opportunities presented by smart digital twins, which are virtual replicas of physical workplaces that can be used for simulation, planning, and optimization purposes. Additionally, the report emphasizes the meta approach, highlighting the significance of integrating various concepts and technologies to create work environments that align with the evolving needs and expectations of employees.
By leveraging the insights and recommendations presented in the report, leaders can proactively respond to the current work landscape's volatility and make informed decisions that prioritize employee well-being, enhance productivity, and foster a sense of belonging and engagement in the workplace.
The document discusses various types of flexible working arrangements that companies can implement. It describes seven types: telecommuting, remote working, condensed workweeks, customized working hours, part-time positions, job sharing, and flexible vacation time. Flexible working arrangements can provide benefits like increased employee productivity, ability to accommodate multiple generations in the workforce, and enabling of effective virtual teams. However, benefits of flexibility are not always clearly defined, so more research is needed to outline tangible benefits and ensure successful implementation.
Temporary employment practices provide companies flexibility through reduced costs and ability to end employment without commitment. They also provide workers flexibility and variety of work. This document explores the pros and cons of temporary employment for companies and workers. It examines the growth of temporary employment, particularly in Silicon Valley, driven by technological changes. While temporary jobs often lack benefits, some see them as opportunities. The best practices involve training temporary workers and developing relationships between agencies, companies and workers.
Choosing the right flexible work model – and there are many these days – can be daunting – nay, terrifying, even.
There are a string of what-ifs to contend with and the experts can’t even seem to agree on whether flexible models are more productive than traditional ones. Even employees are divided on which they prefer, so you’re uncertainty is definitely warranted.
That’s okay: With a little creativity and the tips in this Process Street post, you’ll be able to make your work-life work well.
The document discusses work-life balance in Hong Kong. It begins with defining work-life balance as having control over when, where and how work is done, allowing people to be happy both at and outside of work. It then discusses the current work environment in Hong Kong, noting long work hours and overtime are common. Several slides discuss the costs of poor work-life balance for both employees and employers, such as stress, illness, and decreased productivity. The document concludes by suggesting ways to restore work-life balance, such as reducing work hours, introducing flexible work arrangements, and providing employee and family support.
Flextime allows employees to choose their start and end times as long as they work the required daily/weekly hours. It offers flexibility that helps balance personal and professional lives. Potential pitfalls include communication issues if employees work different hours, but setting clear expectations can mitigate this. Employers do not have to offer flextime but it has benefits like increased motivation, satisfaction, and retention as employees feel valued and trusted. Flexible options include job sharing, alternate workweeks, remote work, and different start/end times. Clear goals, responsibilities, communication guidelines, and availability hours are needed to implement flextime successfully. Electronic timesheets can track flexible hours and overtime rules still apply.
Tiger Recruitment hosted a roundtable discussion with HR professionals to explore the challenges and benefits of flexible working arrangements. The discussion covered various types of flexible working including working from home, flexi-hours, job sharing, and reduced hours. While implementing flexible working requires a policy shift and managing potential challenges around employees, workloads, and expectations, the advantages can include increased motivation, productivity, well-being, and decreased turnover. Flexible working is becoming more common and offers businesses a way to attract and retain top talent.
The document discusses human resource management topics such as why people work, types of employment, types of workers, employment trends, rewards for working, functions of HR including recruitment and selection, training and development, and performance appraisal. It provides information on Maslow's hierarchy of needs, reasons people work like earning money and feeling valued, full-time vs part-time and permanent vs temporary jobs, skilled vs unskilled workers, increasing flexibility and non-traditional work arrangements, different payment systems, and the recruitment, selection, and training processes.
Ian Cunningham and Colin Lindsay - frontline practitioner experiencesIriss
The document summarizes findings from a study on the experiences of front-line social care workers in private, public, and voluntary sectors. Key themes identified included dissatisfaction with low pay and work-life imbalance due to long hours and unpredictable schedules. While relationships with colleagues and feelings of helping service users were rewarding parts of the job, challenges of high workload, understaffing, and limited opportunities for career progression or learning discouraged some workers. The study highlights areas for improvement such as increased wages, better work-life balance policies, consistent supervision, and developing stronger career paths to retain staff in the social care sector.
Organizational culture involves many different details, including cu.docxjohnbbruce72945
Organizational culture involves many different details, including customer service, employee benefits, and hiring/termination processes. In this essay, you will further explain the role of organizational culture and its influences. the one below is from the csu libary create another one on your own need by tommorow 2pages
Within your essay, include the following points:
What are the cultural influences on training and development? Provide two examples. Discuss the effects of cultural continuity and change on organizational succession planning. Provide two examples. How do internal and external social media influence organizational culture? Is social media the most effective way for employees to share knowledge? Explain.
Your essay must be a minimum of two full pages in length, not including the title and reference page. You are required to use a minimum of two outside sources; one must be from the CSU Online Library. All sources used, including the required reading assignments, must be cited and referenced according to APA standards.
Employers’ perceptions of the benefits of workplace accommodations: Reasons to hire, retain and promote people with disabilities
Helen P. Hartnetta,∗, Heather Stuarta, Hanna Thurmanb, Beth Loyc and Linda Carter Batistec aDivision of Social Work, West Virginia University, Morgantown, WV, USA bWest Virginia University Divisions of Social Work and Public Administration, Morgantown, WV, USA cThe Job Accommodation Network, Morgantown, WV, USA
Revised/Accepted: August 2010
Abstract.DespitethelegalmandatesoftheADA,peoplewithdisabilitiescontinuetobeunderrepresentedintheworkforce.While there does exist an established body of research devoted to the hiring of individuals with disabilities, information on retaining individuals with disabilities in the workplace has not been reflected as often in the critical discourse devoted to disability and employmentpractices.ThisarticleanalyzesdatafromanongoingstudyconductedbytheJobAccommodationNetwork(JAN),a serviceofODEP(DepartmentofLabor1004062R),showingthatemployersbenefitedfromhiring,retaining,andaccommodating individuals with disabilities. Benefits derived by employers include the ability to retain quality employees, increased company profitability,andanavoidanceofcostsassociatedwithhiringandtraininganewemployee.Inadditiontothesebenefits,providing accommodationsinordertoretainemployeesisshowntoimproveorganizationalcultureandclimate,aswellasfosteringasense among all employees that employers recognize both the value of the individual worker as a human being, and the inherent social benefits of creating and sustaining an inclusive workplace.
Keywords: Disabilities, employment, accommodation benefits, social service practice and disabilities
1. Introduction
Employment opportunities for all people have long been considered an important component of the selfsociety connection. For others, it becomes the most importantanti-povertystrategy.Forpeoplewithdisabilities, inclusion in.
This document provides an introduction and background to a research paper on work-life balance policies and their impact on employee job satisfaction and turnover intention among Malaysian organizations. It discusses how work-life balance has become an important issue for human resource management as organizations face demands to improve efficiency while supporting employees' personal lives. The research aims to analyze work-life balance practices in Malaysian companies, particularly in the oil and gas industry, through interviews with HR professionals and employee surveys. The goal is to identify factors inhibiting effective work-life balance and areas of best practice, and develop a framework for managing it systematically while conforming to local cultural norms.
Slide-deck from the joint Alliance MBS and CIPD Manchester Fellow's Forum event held on Thursday 3 December 2020.
Flexible working has always been a double-edged sword: bringing greater freedom for employees and employers, but also unexpected negative consequences for both. As organisations continue to oscillate between returning to work, working from home and new hybrid patterns of working, what can we learn from the lessons of the past to help navigate an uncertain future?
Job design involves determining tasks, responsibilities, and relationships to meet organizational and employee needs. Contemporary managers consider quality of work life through job rotation, enlargement, and enrichment to increase satisfaction. Job enrichment based on Herzberg's theory grants more autonomy. Individual differences also impact satisfaction, so managers aim to enhance variety, identity, significance, autonomy, and feedback. Sociotechnical theory and total quality management further emphasize empowering employees through participative and team-based job design.
Preparing for an Aging Workforce: A Gap Analysisshrm
The report and accompanying slide presentation are based on a comparison between two main sources of information on the aging workforce: a) the SHRM Foundation’s Effective Practice Guidelines (EPG) on the Aging Workforce and b) findings from the SHRM Aging Workforce Survey. The purpose of this comparison is to find gaps between the effective, evidence-based practices in employing, recruiting and retaining an aging workforce identified in the EPGs and the current practices related to the aging workforce used by organizations as reported through the survey findings.
Best Competitive Marble Pricing in Dubai - ☎ 9928909666Stone Art Hub
Stone Art Hub offers the best competitive Marble Pricing in Dubai, ensuring affordability without compromising quality. With a wide range of exquisite marble options to choose from, you can enhance your spaces with elegance and sophistication. For inquiries or orders, contact us at ☎ 9928909666. Experience luxury at unbeatable prices.
Digital Marketing with a Focus on Sustainabilitysssourabhsharma
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
This document provides guidance for managers on creating successful flexible work teams. It discusses 10 good practices for managing flexibility: 1) leadership, 2) team culture, 3) active learning, 4) information flow, 5) resource planning, 6) performance management, 7) self-management, 8) stakeholder management, 9) legal risk management, and 10) change management. For each practice, it offers questions for managers to assess their current approach and provides strategies to strengthen their flexibility management skills. The overall aim is to help managers maximize the opportunities and benefits that flexibility brings to teams and organizations.
Executive Digest: managing resources, managing the crowd and disrupting indus...Ian McCarthy
This article discusses the opportunities and challenges around remanufactured and refurbished consumer products. Key points:
- Product returns represent a large opportunity as many are still functional but returned for convenience. Remanufacturing can generate additional profit.
- Consumers have mixed views - some see value in lower prices but others view remanufactured products negatively as "dirty" or lower quality.
- The two biggest drivers of demand are quality perceptions and pricing. Emphasizing quality and discounting remanufactured products up to 40% can boost appeal.
- Branding, green marketing, and managing "disgust" perceptions also impact appeal. Outsourcing remanufacturing
This document discusses strategies for improving employee retention through onboarding surveys, retention surveys, and exit interviews. It notes that the average employee tenure is around 4 years but is higher for public sector employees. Retention surveys can identify what employees value in their work and what might encourage them to stay, beyond just pay increases. Exit interviews provide feedback but often lack honesty; combining online and in-person interviews may yield more useful insights. Properly addressing issues raised can help reduce unwanted turnover and keep valuable employees.
ILC-UK and the Actuarial Profession debate: Changing the perception of retire...ILC- UK
For the third year in a row. ILC-UK launched into the new year with events in both Scotland and England. These events, in partnership with the Actuarial Profession, and supported by Swiss Re, explored how the perception of retirement is changing and could change in the future.
The original concept of retirement is being eroded. Increasing concern over the costs of retirement has led to a shift of responsibility from Government and the corporate sector to the individual. The State Pension Age has been increased and public and private pensions are being scaled back.
Individuals are likely to have to work longer, contribute more and receive less than earlier generations. However, we need also to reflect that the older population is a very heterogeneous group, and the current balance of public and private funding will vary dramatically across the population.
At the same time we have seen dramatic improvements in life expectancy, and there is a huge opportunity (a longevity dividend) if further increases in life expectancy are spent in good health. This is certainly the case if we don’t just prolong survival for those with disease but delay the onset of disease and its progression. This requires flexibility in encouraging those that can work to work beyond current state pension ages and in focusing healthcare to those that will benefit. It also means changing people's behaviours towards work and retirement by highlighting the implications and restrictions of a long life beyond retirement, dependant on state funding.
At these events we highlighted particular initiatives that might help this period of transition - for example:
• developing agreed metrics of health status;
• cross-generational sharing of concerns so that each generation understands the challenges faced by others;
• moving towards patient-centred healthcare where geriatricians and GPs consider the holistic health of the individual;
• recognising the benefits and costs of preventative medicine and avoiding the trap of always assuming preventative medicine is preferable because it will cost less (it may not);
• provision of a suitable level of post-retirement income for all members of society and understanding what balance of public and private pension provision can help in this aim.
Following these events, the ILC-UK will launch a think piece which will explore the debate outlined above.
Agenda from the event
16:30 – 16:35
Welcome and introduction from chair Baroness Sally Greengross, Chief Executive, International Longevity Centre – UK
16:35 – 16:50
Sarah Vickerstaff, Professor of Work and Employment at the School of Social Policy, Sociology and Social Research, University of Kent
16:50 – 17:05
David Sinclair, ILC-UK
17:05 – 17:20
Stephen Balchin, DWP
17:20 – 17:35
Daniel Ryan, Swiss Re
17:35 – 18:30
Discussion and Q&A
This document discusses gender and work-life balance. It outlines how changes in demographics affect organizations and measures they can take to support employees' work-life balance, such as flexible working. Flexible working includes options like part-time work, flexi-time, job sharing, and working from home. Supporting work-life balance brings benefits like improved performance, retention, and discretionary effort. However, barriers include a take-up gap and perception that work-life balance policies are only for women with children. The document also examines differences in how work-life balance is experienced depending on factors like gender and profession.
Reimagining Work: A Chronicle of Past, Present, and FutureZyeta
The current work landscape is going through a period of significant transformation, marked by rapid changes and instability. In order to bring back the stability and familiarity of pre-pandemic times, organizations need to focus on providing choices to their employees and making their health a top priority within the workplace. This shift in mindset requires considering various concepts that are shaping the evolving work environment, such as smart workplaces, sustainable buildings, and meta workplaces.
A smart workplace refers to a technologically advanced and digitally connected environment that enhances productivity, efficiency, and employee experience. By integrating smart technologies like Internet of Things (IoT) devices, sensors, and automation, organizations can create workspaces that adapt to the needs and preferences of employees, optimizing their workflows and overall performance.
Sustainable buildings are another crucial aspect of the evolving work environment. These buildings are designed and constructed to have minimal environmental impact, promoting energy efficiency, waste reduction, and the use of renewable resources. By adopting sustainable practices in the workplace, organizations not only contribute to the well-being of the planet but also create healthier and more conducive work environments for their employees.
The concept of meta workplaces takes a holistic approach to shaping the future of work environments. It emphasizes the integration of physical and digital spaces, allowing employees to seamlessly transition between different work settings, whether it be in the office, at home, or in co-working spaces. Meta workplaces recognize the importance of flexibility, enabling employees to choose the most suitable work environment based on their tasks, preferences, and individual circumstances.
In the context of the "great resignation," where many employees are reassessing their career paths and leaving their jobs, it becomes imperative for leaders to make informed strategic decisions. The report provides valuable insights and analysis to assist leaders in understanding the changing dynamics of the work landscape. It helps them navigate through the challenges and opportunities presented by smart digital twins, which are virtual replicas of physical workplaces that can be used for simulation, planning, and optimization purposes. Additionally, the report emphasizes the meta approach, highlighting the significance of integrating various concepts and technologies to create work environments that align with the evolving needs and expectations of employees.
By leveraging the insights and recommendations presented in the report, leaders can proactively respond to the current work landscape's volatility and make informed decisions that prioritize employee well-being, enhance productivity, and foster a sense of belonging and engagement in the workplace.
The document discusses various types of flexible working arrangements that companies can implement. It describes seven types: telecommuting, remote working, condensed workweeks, customized working hours, part-time positions, job sharing, and flexible vacation time. Flexible working arrangements can provide benefits like increased employee productivity, ability to accommodate multiple generations in the workforce, and enabling of effective virtual teams. However, benefits of flexibility are not always clearly defined, so more research is needed to outline tangible benefits and ensure successful implementation.
Temporary employment practices provide companies flexibility through reduced costs and ability to end employment without commitment. They also provide workers flexibility and variety of work. This document explores the pros and cons of temporary employment for companies and workers. It examines the growth of temporary employment, particularly in Silicon Valley, driven by technological changes. While temporary jobs often lack benefits, some see them as opportunities. The best practices involve training temporary workers and developing relationships between agencies, companies and workers.
Choosing the right flexible work model – and there are many these days – can be daunting – nay, terrifying, even.
There are a string of what-ifs to contend with and the experts can’t even seem to agree on whether flexible models are more productive than traditional ones. Even employees are divided on which they prefer, so you’re uncertainty is definitely warranted.
That’s okay: With a little creativity and the tips in this Process Street post, you’ll be able to make your work-life work well.
The document discusses work-life balance in Hong Kong. It begins with defining work-life balance as having control over when, where and how work is done, allowing people to be happy both at and outside of work. It then discusses the current work environment in Hong Kong, noting long work hours and overtime are common. Several slides discuss the costs of poor work-life balance for both employees and employers, such as stress, illness, and decreased productivity. The document concludes by suggesting ways to restore work-life balance, such as reducing work hours, introducing flexible work arrangements, and providing employee and family support.
Flextime allows employees to choose their start and end times as long as they work the required daily/weekly hours. It offers flexibility that helps balance personal and professional lives. Potential pitfalls include communication issues if employees work different hours, but setting clear expectations can mitigate this. Employers do not have to offer flextime but it has benefits like increased motivation, satisfaction, and retention as employees feel valued and trusted. Flexible options include job sharing, alternate workweeks, remote work, and different start/end times. Clear goals, responsibilities, communication guidelines, and availability hours are needed to implement flextime successfully. Electronic timesheets can track flexible hours and overtime rules still apply.
Tiger Recruitment hosted a roundtable discussion with HR professionals to explore the challenges and benefits of flexible working arrangements. The discussion covered various types of flexible working including working from home, flexi-hours, job sharing, and reduced hours. While implementing flexible working requires a policy shift and managing potential challenges around employees, workloads, and expectations, the advantages can include increased motivation, productivity, well-being, and decreased turnover. Flexible working is becoming more common and offers businesses a way to attract and retain top talent.
The document discusses human resource management topics such as why people work, types of employment, types of workers, employment trends, rewards for working, functions of HR including recruitment and selection, training and development, and performance appraisal. It provides information on Maslow's hierarchy of needs, reasons people work like earning money and feeling valued, full-time vs part-time and permanent vs temporary jobs, skilled vs unskilled workers, increasing flexibility and non-traditional work arrangements, different payment systems, and the recruitment, selection, and training processes.
Ian Cunningham and Colin Lindsay - frontline practitioner experiencesIriss
The document summarizes findings from a study on the experiences of front-line social care workers in private, public, and voluntary sectors. Key themes identified included dissatisfaction with low pay and work-life imbalance due to long hours and unpredictable schedules. While relationships with colleagues and feelings of helping service users were rewarding parts of the job, challenges of high workload, understaffing, and limited opportunities for career progression or learning discouraged some workers. The study highlights areas for improvement such as increased wages, better work-life balance policies, consistent supervision, and developing stronger career paths to retain staff in the social care sector.
Organizational culture involves many different details, including cu.docxjohnbbruce72945
Organizational culture involves many different details, including customer service, employee benefits, and hiring/termination processes. In this essay, you will further explain the role of organizational culture and its influences. the one below is from the csu libary create another one on your own need by tommorow 2pages
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Employers’ perceptions of the benefits of workplace accommodations: Reasons to hire, retain and promote people with disabilities
Helen P. Hartnetta,∗, Heather Stuarta, Hanna Thurmanb, Beth Loyc and Linda Carter Batistec aDivision of Social Work, West Virginia University, Morgantown, WV, USA bWest Virginia University Divisions of Social Work and Public Administration, Morgantown, WV, USA cThe Job Accommodation Network, Morgantown, WV, USA
Revised/Accepted: August 2010
Abstract.DespitethelegalmandatesoftheADA,peoplewithdisabilitiescontinuetobeunderrepresentedintheworkforce.While there does exist an established body of research devoted to the hiring of individuals with disabilities, information on retaining individuals with disabilities in the workplace has not been reflected as often in the critical discourse devoted to disability and employmentpractices.ThisarticleanalyzesdatafromanongoingstudyconductedbytheJobAccommodationNetwork(JAN),a serviceofODEP(DepartmentofLabor1004062R),showingthatemployersbenefitedfromhiring,retaining,andaccommodating individuals with disabilities. Benefits derived by employers include the ability to retain quality employees, increased company profitability,andanavoidanceofcostsassociatedwithhiringandtraininganewemployee.Inadditiontothesebenefits,providing accommodationsinordertoretainemployeesisshowntoimproveorganizationalcultureandclimate,aswellasfosteringasense among all employees that employers recognize both the value of the individual worker as a human being, and the inherent social benefits of creating and sustaining an inclusive workplace.
Keywords: Disabilities, employment, accommodation benefits, social service practice and disabilities
1. Introduction
Employment opportunities for all people have long been considered an important component of the selfsociety connection. For others, it becomes the most importantanti-povertystrategy.Forpeoplewithdisabilities, inclusion in.
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Slide-deck from the joint Alliance MBS and CIPD Manchester Fellow's Forum event held on Thursday 3 December 2020.
Flexible working has always been a double-edged sword: bringing greater freedom for employees and employers, but also unexpected negative consequences for both. As organisations continue to oscillate between returning to work, working from home and new hybrid patterns of working, what can we learn from the lessons of the past to help navigate an uncertain future?
Job design involves determining tasks, responsibilities, and relationships to meet organizational and employee needs. Contemporary managers consider quality of work life through job rotation, enlargement, and enrichment to increase satisfaction. Job enrichment based on Herzberg's theory grants more autonomy. Individual differences also impact satisfaction, so managers aim to enhance variety, identity, significance, autonomy, and feedback. Sociotechnical theory and total quality management further emphasize empowering employees through participative and team-based job design.
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This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
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This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
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1. Is flexibility the answer? Older workers
access to formal and informal flexibility
in the workplace
Sarah Vickerstaff, Andrew Weyman and
David Wainwright
2. What is flexibility?
• Flexible work options are an area of HR management which
has been hypothesised as important for the older work force
(OECD, 2006: 98-101; Moen and Sweet, 2004; Loretto et al,
2007; Pitt-Catsouphes and Matz-Costa, 2008).
• As a means for coping with health or care constraints on
continuing to work or as a mechanism for gradual or phased
retirement.
• Flexible work options may refer to changes to the way in
which someone works with an existing employer (for example
moving to part-time hours, home working, compressed hours,
flexi-time, job sharing or term-time only hours) or to ‘bridge
employment’ that is taking up another typically less
demanding job or becoming self-employed before retiring
completely (Alcover et al, 2014: 7).
Page 2
3. Policy on flexibility
• Policy in the UK has applauded the value of
flexible work for some time and in 2014
extended the right to request consideration of
flexible working arrangements to all employees
with at least 26 weeks service.
• “We know that for many people, the possibility
of flexible or part-time working, or being able to
transition to a less demanding role, could tip
the balance to them staying in employment
longer.” (Damian Hinds, Minister of State for
Employment, DWP, 2017:3)
Page 3
4. Flexibility as part of the new ‘choice’ agenda
“Supporting individuals to make the right
choice
Our key message for individuals is that working is
good for finances as well as health and wellbeing
in later life. We also make recommendations
around options for flexible working, retraining for a
new career; self-employment, volunteering and
phased retirement.” (DWP, 2017)
Page 4
5. Evidence from surveys
Recent research confirms earlier findings that
theoretically ‘flexible options’ are attractive:
“Currently employed adults said that their
employer could offer the following tools to keep
them working:
• Flexible hours (47 per cent).
• Part-time working (46 per cent).
• Taking on a less demanding role (30 per cent).”
(DWP, 2016 Attitudes to Working in Later Life: British Social
Attitudes 2015)
Page 5
6. ‘Flexibility’ needs to be unpacked
• In our cases many different forms of ‘flexibility’:
• Part-time work
• Flexi time: core hours and ability start and finish early
or late
• Job shares
• Homeworking
• Gradual or tapered retirement
• Drawing pension but continuing to work reduced
hours
• Contractual change: leaving the job coming back as
a contractor
• May not be helpful to lump all of these together
as ‘flexibility’
Page 6
7. A note of caution
• Employer versus employee aspirations.
• ‘flexibility’ is not always positive for the older workforce
(Brooke et al, 2013; Loretto and Vickerstaff, 2015), as it
may be driven by business need (for example 24/7
working arrangements in retail or zero hour contracts in
hospitality) or part of a cost reduction business model
such as that experienced in the gig economy (Uber).
• Many older workers, especially women may already work
flexibly especially in part-time work.
• ‘Flexible work’ may be a ghetto for older workers, poor
pay poor, working conditions and little prospects.
Page 7
8. Focus of Today’s Presentation
• It is widely assumed that access to various forms of
flexible work is beneficial for older workers and can
provide a key means for them to continue working or
retire gradually, but do older workers have access to
such flexible work endings and the ability to take
them up?
• Test through our case studies and explore
differences between formal and informal flexibility.
Page 8
9. Flexible Work, Phased or Gradual Retirement
• Analysis of the ELSA/HRS data and evidence from our case
studies suggests that access to flexible working opportunities
may be exaggerated.
• Little evidence of ‘flexible’ transitions to employment – men work
full-time and retire, women part-time and retire.
• In USA/England ‘bridge jobs’ (‘un-retirement’ or moves into part-
work/self-employment) arguably over-stated previously and do
not necessarily extend working lives.
• Little evidence that caring/volunteering act either as complement
to, or substitute for, paid work. Possible exception – part-time
work may increase volunteering.
Page 9
For the detailed analysis see articles at:
https://www.kent.ac.uk/extendingworkinglives/findings.html
10. Case Study Participants
CASE STUDY HR
managers/
occupational
health
Line
managers
Employees Trade
unions
Local Government
(LG)
5 9 37
Transport (TR) 6 6 19 2
Hospitality (HO) 3 5 22
Engineering and
Manufacturing
(MA)
13 5 29 1
Mineral Extraction
(MI)
4 4 11 (1)*
* One of the employees was also a trade union rep.
11. Participant Characteristics
CASE STUDY % Female % Blue Collar % Full time
Occupational
Pension
Membership
%
Labour
Turnover
Local
Government
(LG)
54 14 92 78
Major
downsizing
via VS/VER
Transport (TR) 37 68 100 100 Low
Hospitality (HO) 64 50 73 86
Low for the
sector
Engineering
and
Manufacturing
(MA)
23 12 100 100 Low
Mineral
Extraction (MI)
12 47 100 Unknown Low
Page 11
12. Policy versus implementation
• The HR function in Transport wants to extend opportunities for more
flexible work as a way to potentially diversify the pool of applicants for jobs
and generally meet prevailing expectations for contemporary employment
conditions. Greater access to flexible work options however is seen as
difficult in this industry. The line managers who are responsible for
managing the train operations and the complex rostering arrangements
that prevail have little appetite for greater formal flexibility:
It’s not that well received [part-time working] by the company to be honest
because it’s a pain in the bum to organise, it is….It’s a very difficult thing to
sort out in this industry, you know, it’s different if you worked in a sweet shop
or something I suppose because you would just do earlies, lates or whatever
you would do and that’s how it would work (Male Operations Inspector,
Transport).
• Very similar views in Mineral Extraction.
He asked if he could do a four day week and they said, “No, if you want to
work here you’ve got to do a five day week.(Male miner, Mineral Extraction)
Page 12
13. Easier in some work contexts than others
• In Local Gov, there was a well-liked flexi-time
system and some employees in Manufacturing also
had access to flexi-hours and working from home,
though the latter was on a case by case basis:
“But the company doesn’t encourage working from home so for
us, well for me anyway, they made an exception so I’m doing two
days at home” (Male employee, Manufacturing)
• In Local Gov
“They do offer flexible retirement, but I used to work in HR and not
many cases of flexible retirement are granted because it depends
on the needs of the service you’re working for” (Female
employee, Local Gov).
Page 13
14. Signalling the Availability of Flexible Options
• Whilst there were some good examples of flexibility around caring
responsibilities, there was no specific focus on older workers.
• None of the organisations were monitoring take up of flexibility
requests by age.
“So we don’t get a lot of requests from the older workforce to work
more--, some part time, but I wouldn’t say particularly to work so
flexibly. I would say that has been more among younger staff that
are either to do with childcare or they’ve wanted to go and study,
so they’ve wanted to do two days a week and not spread their
hours over five days.” (HR Manager Hospitality).
• Highly dependent upon nature of work and current work pattern,
female part time office workers or cleaners most likely to be able to
modify hours downwards.
Page 14
15. Losing Flexibility Due to Equalities Legislation
“we used to have what they call green carded drivers, so they could
still drive trains but they couldn’t go on the main line. So basically
they were shunter drivers and they were … doing the shunting in the
yard. So there was a bit more walking around but you didn’t have to
concentrate on the main line stuff… But now with equal opportunities,
one shift really, so everyone does all--, green cards, they’ve got rid of
them now”. (Male Operations Inspector, Transport).
I remember doing quite a few at the time, and just, you know, after
we had to pull the policy [phased retirement], we were just left a little
bit with a kind of black hole of well, we’ll just have to do it by feel
really, because it was just… I think when the.. kind of the whole age
retirement, you can’t say.. age discrimination retirement issues
changed, there is a bit of scaremongering that you can’t say
‘retirement’, because people don’t retire they just resign. (Female HR
Manager, Manufacturing).
Page 15
16. The Employee Perspective
• In the case study organisations there was
considerable employee interest in the idea of
phased retirement but few had investigated
whether it was possible or were realistic about
the options:
“I mean one thing that has cropped up a few times and it has
been a difficulty on the railway, this is where that [orgname]
don’t get to score high marks is that people like the idea of job
sharing, and working 50 per cent, or getting to the age when
they might want to stop working and instead of just stopping
dead slow down, work 50 per cent of the time.” (Male Train
Driver, Transport)
Page 16
17. Phased or Gradual Retirement
• One organisation had a phased retirement scheme but
it was not publicised and there was not widespread
knowledge about it.
• Another organisation had got rid of its wind down
scheme for people moving to retirement on the grounds
that it might flout discrimination legislation.
• Our evidence suggests that the option of phased
retirement is not widely known about or practised, and
often depends upon informal exchanges with a
sympathetic line manager.
Page 17
18. Attractive But Not Feasible?
• For lower income earners it was often not financially
viable to consider gradual retirement anyway:
“I couldn’t reduce my hours. I couldn’t live on 20 hours week, let’s
say.” (Female employee Hospitality)
• Or even for the better off, a financial hit was not
attractive:
If I was in a financial position I’d like to take this to a three day week
then drop down to a two day but I don’t know if I could financially
afford to do that to maintain the lifestyle that I want, I don’t know. I
can’t see ten months in the future let alone ten years. (Male
employee, Mineral Extraction)
Page 18
19. The Management of Flexibility
• Flexible working options are limited for those outside
administrative and office jobs, and even where HR wish to
increase such opportunities, they may face resistance from
line managers who are not supported to make the
arrangements work in practice. Operational and commercial
pressures may conflict with flexibility considerations:
And it is very hard, and it’s becoming more and more evident, trying to
manage firstly staff expectations and also the numbers, because where
we might have been able to do it before-so we might have decided
there’s an area that’s slightly easier to clean. So this area you might
determine is slightly easier than having to go into student rooms and do
up and downstairs, or kitchens and bathrooms. So whereas previously
we might have been able to accommodate some staff still working but
doing slightly less strenuous cleaning jobs, we haven’t got those options
any more, and that’s what we’re finding harder and harder. (HR
manager, Hospitality)
Page 19
20. Gender Dimension to Flexibility
• Gendered work patterns during working life feed
through into individuals’ aspirations and
opportunities for extending working lives.
• Women are often working part time already and
therefore the idea of phased retirement, though
potentially available through a further reduction in
hours, is less meaningful or financially feasible.
Page 20
21. A Neglected Aspect: Informal Flexibility
• Agreements between line managers and
employees, but they may be fragile:
“I know my previous line manager would have just
said, “Oh, just go on,” [laughs] sort of thing, you
know, but with this line manager everything is
completely by the book. Which, you know, at the
end of day, that’s what you’re supposed to do and
the rest of it. But it does throw up some anomalies
really and like I say, next week, I’m using one of
my day’s holiday [for a medical appointment]
(Male Employee Local Gov)
Page 21
22. A Neglected Aspect: Flexibility Organised by
the Work Group
• On the trains there were many examples of work
teams dealing with the issues around shift patterns
by individuals swapping shifts:
I mean I'm the wrong one to talk to [about shifts] actually because
I don’t do the full range of shifts. I have an arrangement with a
chap that I do his earlies, he works my late turns. So I don’t do
the full range of earlies and lates, I just do early turns…. And the
other chap it suits him for his childminding, etcetera, it's easier for
him to do the late turn so that he's at home in the morning. Yeah.
Q: So in terms of who organises your shift patterns is that done by
the train manager or?
A: Yeah it's down to management, but we always do it ourselves
here. (Male Conductor, Transport).
There were examples in other organisations of
flexibility arranged within the work group.
Page 22
23. Conclusions (1)
• Despite major policy developments there is as yet little evidence
that employers have really begun to work through the implications
of an ageing workforce.
• Transitions to retirement do not seem to have changed markedly:
men work full time and retire, women work part-time and retire.
• It is too simplistic to assume that just because everyone can
request consideration of flexible working
a) they are necessarily aware of this and
b) that it is feasible either for the employer or the employee.
• The data demonstrated that negotiating flexibility is a complex
phenomenon involving not just interactions between employees
and line managers but also between employees. Solidarity
among employees and respect from line managers were features
of successfully negotiated individual arrangements.
Page 23
24. Conclusions (2)
• It is also clear in that in our examples there are tensions and
accommodations between HR policy and what is happening
on the ground. This supports other research which suggests
that line managers are key in the successful implementation of
policy or interventions for older workers and have differing
levels of support from above for creative management.
• There is still quite a lot of old fashioned thinking about who
wants and gets “flexibility”: women in office jobs.
• A defensive response to age discrimination legislation is
getting in the way of managing older workers effectively:
conversations about retirement, career management,
retirement courses and flexible work options.
Page 24
25. Thank You!
Thanks to all the people involved with the project:
Ben Baumberg-Geiger, Amanda Burns, Charlotte
Clark, Joanne Crawford, Amanda Fahy, Mariska van
der Horst, David Lain, Wendy Loretto, Chris Phillipson,
Mark Robinson, Sue Shepherd, David Wainwright,
Andrew Weyman
Page 25
26. References
Alcover, C-M., Topa, G., Parry, E., Fraccaroli, F. and Depolo, M. (Eds) (2014) Bridge Employment: A
research handbook, London: Routledge.
Brooke, E. Taylor, P., Mcloughlin, C and Di Biase, T. (2013) ‘Managing the working body: active
ageing and limits to the ‘flexible’ firm’ Ageing and Society, 33(8) : 1295-1314.
Department for Work and Pensions (DWP) (2016) Attitudes to Working in Later Life: British Social
Attitudes 2015, DWP ad hoc research report no. 44, London: DWP.
DWP (2017) Fuller Working Lives A Partnership Approach, London: DWP.
Earl, C. and Taylor, P. (2015) ‘Is Workplace Flexibility Good Policy? Evaluating the Efficacy of Age
Management Strategies for Older Women Workers’ Work, Aging and Retirement Advance access
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