Workshop 26
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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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Workplaces In Change 2 - Slide 4/4
High-demand jobs may expect age-related diversity in work ability. Most aging workers will not perceive work ability problems when growing older if they are not working in high-demand jobs. However, focus should be on protecting the work-related health of aging workers in high-demand jobs. High-demand jobs are characterized by specific job demands that cannot be eliminated through current measures and may exceed exposure limits or average human capacities, increasing the risk of health problems. Knowledge is lacking about work ability for workers aged 60 and over in high-demand jobs.
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High-demand jobs may expect age-related diversity in work ability. Most aging workers will not perceive work ability problems when growing older if they are not working in high-demand jobs. However, focus should be on protecting the work-related health of aging workers in high-demand jobs. High-demand jobs are characterized by specific job demands that cannot be eliminated through current measures and may exceed exposure limits or average human capacities, increasing the risk of health problems. Knowledge is lacking about work ability for workers aged 60 and over in high-demand jobs.
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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 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.
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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.
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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.
Workshop 03
The Senior Studies Institute at the University of Strathclyde provides lifelong learning opportunities for people over 50 through classes, seminars, and university course access. As populations age, more older workers will stay in the labor market longer to address workforce challenges. Potential solutions include reviewing ageist recruitment and training practices, and creating flexible work arrangements to take advantage of experienced older workers who face barriers to continuing employment.
Workshop 04
This document discusses issues around all-age employment in Greece and initiatives to address them. It notes a lack of targeted policies and few practices around age management in Greece. This has led to unfavorable scenarios as the population over 55 is projected to rise significantly. Several organizations are working on initiatives like knowledge transfer workshops, mapping the current situation, and promoting good practices in age management to help adapt solutions from other European countries and mainstream effective practices. The anticipated results include adapting European approaches to Greece, promoting innovative age management practices, and impacting employment and social integration systems, practices and policies.
Workshop 05
The document describes the Jobsis Mentoring Model project in Finland which aims to help social and health care professionals find employment through job rotation and mentoring. The mentoring model involves pairing experienced employees with less experienced mentees over a 14 week practical training period. Evaluation found that the majority of mentees and mentors felt the mentoring relationship and model were effective learning tools and over 80% of mentees achieved their learning goals. 12 out of 17 mentees found work in social or health care after completing the training and mentoring.
Workshop 06
The CAWA project aims to increase awareness of workforce ageing issues through national and European discussions. It develops guidelines to improve individual choice and societal well-being. The project involves partners from Austria, Sweden, Spain, Bulgaria and is coordinated by the Working Lives Research Institute in London. National workshops in each country discuss best practices in sectors like hotels, retail, and healthcare. Case studies and reports are published on the project website.
Workshop 11
This document summarizes the findings of surveys conducted in France on senior employment and training. It found that company size, training opportunities, and years with a company influence access to training for workers aged 45+. While most employers see seniors as dedicated, some see them as less flexible. The document recommends helping smaller companies support seniors, and providing individual pathways for workers and tools for both employers and employees to plan second careers and anticipate demographic changes.
Workshop 15
The document discusses strategies for developing the skills and competencies of older workers in Sweden. It proposes establishing restart centers that provide training, mentoring, networking opportunities and tools to help people over 50 develop their skills and find new employment opportunities. The goal is to make older workers' skills more visible and transfer knowledge from older to younger generations so that people can stay in the workforce longer. Validation of informal skills and life competence analysis are presented as ways to strengthen older workers' self-confidence and marketability.
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.
Workplaces In Change 1 - Slide 2/4
The document summarizes a study that evaluated Sweden's 80-90-100 policy which allows employees aged 58 and over to reduce their working hours to 80% of normal hours while receiving 90% of their salary and 100% of retirement contributions. The study interviewed employees and managers who participated in the policy to understand their perceptions. The results showed that the policy increased leisure time for employees and allowed some to continue working despite health issues. Managers found the policy increased productivity. However, implementing the policy in all roles was difficult. Overall, participants were satisfied with the policy and saw it as extending their working lives.
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