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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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Train to Ingrain Presentation
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The document describes a two-day situational leadership training course taking place in Lagos, Nigeria in July 2014. The training will cover topics such as leadership styles, communication, problem-solving, change management, decision-making, ethics and team building. It is aimed at team leaders, project managers, middle managers and supervisors. The fee for the training is N105,000 per participant and in-house training can also be provided. The training organization, Petronomics, aims to develop industry skills through various learning approaches including lectures, case studies and group work.
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The document describes a two-day situational leadership training course taking place in Lagos, Nigeria in July 2014. The training will cover topics such as leadership styles, communication, problem-solving, change management, decision-making, ethics and team building. It is aimed at team leaders, project managers, middle managers and supervisors. The fee for the training is N105,000 per participant, and in-house training can also be arranged. The training organization, Petronomics, aims to develop industry skills through various learning approaches including lectures and group work.
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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.
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The MULM project aims to promote lifelong learning, employability, and regional development. It focuses on unemployed, low-educated middle-aged men and helping them transition into healthcare careers. The unconventional approach recruits older men into the traditionally low-status healthcare sector and provides individualized education plans and career counseling. The project brings together different systems like education and the workforce to develop new solutions that create jobs and a more skilled regional labor pool through collaboration.
Workshop 10
The document discusses age policies and strategies for maintaining employee performance at work in hospitals. It notes the aging workforce and need to attract and retain employees. Key points discussed include implementing an age-conscious personnel management policy, managing employees of all ages with common tools while also considering the specific needs of young and older workers, building skills throughout one's career, and using tools like training, evaluation, and surveys to engage and develop employees of all ages.
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The document summarizes an initiative called "Generation Gold" in Germany that aims to help long-term unemployed individuals over 50 years old find work. It discusses the challenges faced by older unemployed individuals in the region and the objectives of the project, which include integrating them into the workforce and raising employer awareness. Key activities involved individual coaching, counseling employers, and networking. Early findings showed many participants had health issues or lacked qualifications. However, employers were open to older workers if they were qualified and flexible. The initiative had successes in placing 30% of participants in jobs and raising broader awareness of older workers' value.
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The document discusses projects in four European countries that addressed employment for older workers. The projects had different approaches but common themes of age management, assessment, career planning and training. They produced guides on good practices. Results included initiatives benefitting small businesses in Austria, 20% employment and innovation teams in Germany, job coaches in Poland, and support for over 200 UK individuals and 47 businesses. It recommends a holistic framework for older unemployed/workers.
Workshop 23 - Slide 2/2
The South West Opportunities for Older People (SWOOP) project focuses on helping older workers in southwest England remain economically active. SWOOP provides services like information, advice, guidance, training, coaching and help finding work. It targets both individuals aged 45+ and employers. By the end of 2006, SWOOP had helped 254 beneficiaries, most over age 50. Findings showed that older workers valued career advice and that age discrimination and poor job hunting skills remained issues. Employers were often compliant with age discrimination law but had not changed practices and still preferred younger workers due to stereotypes.
Workshop 24
The document discusses the work of Frauenstiftung, located in southern Upper Austria. Frauenstiftung aims to promote gender equality and empower women aged 45+ in the regional social economy. It offers counseling, training programs, and works with regional partners. One of its projects involved two training courses for 30 women aged 45+, focusing on skills development, health, learning, and unleashing creativity to change perceptions of aging. The courses helped participants reflect on their skills and dreams to gain new perspectives and self-images for better aging and work.
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The document discusses elderly plans and generation management in small and medium enterprises (SMEs). It describes a project called "experience has future" that supported 15 SMEs in Vienna. The project helped companies analyze their situation, initiate measures to support all three generations of employees, and develop sustainability at work for elderly employees. The consulting approach involved information, sensitization, analysis, conception, implementation, and evaluation. Key topics addressed included organizational culture, lifelong learning, knowledge management, and age-adjusted jobs.
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This document summarizes a project conducted in Upper Normandy, France from 2002-2005 aimed at developing strategies for integrating and orienting senior workers at the regional level. The project was led by OPCAREG Haute-Normandie, a non-profit organization that manages training budgets for companies. The goals of the project were to make use of senior workers' experience, facilitate job changes or adaptations for seniors, and keep them in the labor market longer. Over the course of the project, 19 knowledge transfer schemes were realized by pairing seniors with juniors. The document outlines a 12-step recipe for successful knowledge transfer based on lessons learned from partnerships with various companies.
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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.
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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.
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The document describes the Jobsis Mentoring Model project in Finland which aims to help social and health care professionals find employment through job rotation and mentoring. The mentoring model involves pairing experienced employees with less experienced mentees over a 14 week practical training period. Evaluation found that the majority of mentees and mentors felt the mentoring relationship and model were effective learning tools and over 80% of mentees achieved their learning goals. 12 out of 17 mentees found work in social or health care after completing the training and mentoring.
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The CAWA project aims to increase awareness of workforce ageing issues through national and European discussions. It develops guidelines to improve individual choice and societal well-being. The project involves partners from Austria, Sweden, Spain, Bulgaria and is coordinated by the Working Lives Research Institute in London. National workshops in each country discuss best practices in sectors like hotels, retail, and healthcare. Case studies and reports are published on the project website.
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The document discusses a knowledge transfer process competency model called Nova.PE for small and medium sized enterprises. The model involves a standardized process from start to end using a "knowledge tree" to transfer intergenerative knowledge. The date is July 18, 2007 and it involves Christian Riese from the Ruhr-University of Bochum.
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The document discusses skills transfer and lifelong learning for older workers. It notes that older workers' skills can become obsolete but focusing on skills transfer is more proactive than focusing on age. While much is known about why lifelong learning is important for older workers, less progress has been made on how to implement it. Workplaces are key to success but training institutions also need new approaches to support skills transfer. The participation of older workers, especially those over 55, in education and training remains lower than other age groups.
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Skills transfer methodology involves acquiring and maintaining skills through experience-accelerated training. It aims to help companies address risks from losing critical skills held by employees, such as due to retirement. To implement skills transfer, companies first identify critical skills and who possesses them through experience. They then choose a person to transfer skills and a target person to receive them. Effective transfer requires the two to work together solving problems, not just one demonstrating or the other observing. Skills transfer follows six steps including identifying opportunities and critical skills, training transferring and target persons, implementing the transfer process, and documenting lessons learned.
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The document discusses lifelong learning opportunities for older workers and identifies several issues that can limit their participation. It analyzes the problem from four perspectives: participating communities of practice, cultural-historical activity theory, complexity theory, and psychoanalytic theory. All perspectives emphasize examining the entire work system and social/historical factors that influence what knowledge is valued. Overall, the document calls for a critical examination of ageism and norms in the workplace to create more inclusive learning spaces that bring multiple generations together and value the strengths of different groups.
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