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Older Workers: Employment Expectations

Older Workers: Employment Expectations . CAUCE Conference 2012 Atlanta Sloane-Seale & Bill Kops University of Manitoba. Agenda. Welcome & Introductions Background The Study Findings Discussion & Implications. Background.

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Older Workers: Employment Expectations

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  1. Older Workers: Employment Expectations CAUCE Conference 2012 Atlanta Sloane-Seale & Bill Kops University of Manitoba

  2. Agenda • Welcome & Introductions • Background • The Study • Findings • Discussion & Implications

  3. Background • National/international trends - aging workforce, low participation rate of OW • Continuous learning for OW; changes in recruitment practices and job re-design

  4. Background • In Canada, between 2005-2036, OW population double (13.2% to 24.5%)

  5. Background • Subjective lifespan approach to aging based on individual capabilities & organization needs • Not chronological, legal or socially determined - based on values & attitudes to OW

  6. Background • OWs employment decisions mediated by: • organizational policies in response to demographics & organizational factors, • social norms, health status, finances, conditions at work, work-life balance, and family responsibilities

  7. Background • Employers’ policy decisions are influenced by: • experienced skilled workforce, labor market demands, and retirement policies & benefits • future outcomes depend on dynamics of employers/employees decisions, systemic issues, and OWs participation in E&T

  8. The Study • Follow-up study based on initial focus group interviews • Survey methodology (on-line) - HR representatives in Manitoba companies/organizations • 226 electronically distributed surveys resulted in 84 useable responses – yielding a response rate: 37.2% • No Response: range 18-25 on key items; average 22 or 26%

  9. Respondents by Position

  10. Respondents by Sector

  11. Respondents by Organization Size

  12. Respondents - Unionized

  13. Average Age by Position

  14. Retirement of OW a Concern

  15. Concerns • Loss of experienced leaders (76%) 19 • Loss of corporate knowledge & technical know how (72%) 18 • Difficulty in succession planning (56%) 14 • Difficulty filling future work (48%) 12 • Loss continuity with clients (32%) 8 • Shortage of leadership talent (28%) 7 • Reduced ability to relate to aging client base (20%) 5

  16. Important to Retain OW

  17. Strategies used to Retain • Flexible work (71%) • Mentor/coach (59%) • Education & training (44%) • Leaves of absence (41%) • Phased in options (38%) • Job sharing/redesign (38%) • Special work assignment (38%)

  18. Strategies Transfer Knowledge

  19. Strategies to Transfer Knowledge • Hire replacements prior (81%) • Arrange mentoring (76%) • Document (65%) • Job Shadowing (46%) • Maintain on retainer (41%) • Phased in retirement (27%)

  20. Strategies to Attract & Recruit OW

  21. Strategies to Attract & Recruit • Rehire (82%) • Request referrals (64%) • Campaigns all generations (55%) • Special events (27%) • Recruit (18%) • Job search agencies (18%)

  22. Important to Engage OW

  23. Why is it Important to Engage? • More productive (74%) • Satisfied Workers (74%) • Highly motivated (65%) • Lower absenteeism (52%) • Employer of choice (48%) • Higher profitability (30%)

  24. Strategies to Engage OW

  25. Strategies used to Engage • Equal opportunity/fair treatment (80%) • Offer meaningful work (75%) • Offer career development (70%) • Offer flexibility (65%) • Focus on work-life balance (50%) • Adapt/modify work (45%) • Training (45%)

  26. Assess Engagement

  27. Barriers to Engagement • Myths (58%) • Attitudes (57%) • Organizational culture & norms (49%) • No access to advancement & development (42%) • Age, race & gender (36%) • Lack opportunity in Education & training (26%)

  28. What Encourages Engagement? • Valued for work ethic (81%) • People-oriented company (67%) • Financial reasons (63%) • Social interactions (60%) • Flexible employment (60%) • Age friendly company (54%)

  29. Discussion & Implications • How prepared are employers to recruit, retain, and engage OWs?

  30. Discussion & Implications 2. How important is OW participation in lifelong learning to individual and organizational success?

  31. Discussion & Implications 3. How prepared are OWs to remain and productively engage in the workforce?

  32. Further Discussion & Comments Atlanta Sloane-Seale 204-474-8036; tf 1-888-216-7011 ext. 8036 sloanese@ms.umanitoba.ca Bill Kops 204-474-6198; tf 1-888-216-7011 ext. 6198 bkops@ms.umanitoba.ca

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