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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 OA • Continuous learning for OA; changes in recruitment practices and job re-design • In Canada, between 2005-2036, OA population double (13.2% to 24.5%)

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

  5. 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

  6. 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 • OWs ability to participate in E&T

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

  8. Findings: Demographics • Managers (41%) • Directors (7%) • Executives (5%) • Administrative (23%) • Coordinators (16%)

  9. Respondents by Position

  10. Demographics • Government (30%) • Manufacturing & Construction (16%) • Retail (8%); • Health (8%) • Finance (5%) • Education (4%) • Other (23%)

  11. Respondents by Sector

  12. Respondents by Organization Size

  13. Respondents - Unionized

  14. Demographics • Gender • Female (74%) (39) • Male (26%) (14) • N/R (36.9%) (31)

  15. Demographics • Age • 20-29 (8%) (4) • 30-39 (29%) (15) • 40-49 (33%) (17) • 50-59 (31%) (16) • N/R (38%) (32)

  16. Demographics • High School (4%) 2 • Technical or Trade (5%) 3 • College (13%) 7 • University (76%) 42

  17. Demographics • Income • Under 35,000 (2%) 1 • 35,999 to 49,999 (10%) 5 • 50,000 to 75,000 (14%) 7 • 75,999 to 100,000 (22%) 11 • 100,000+ (47%) 23

  18. Is retirement of Older Workers a Concern? Why? • Yes (38%) 25 • No (62%) 41

  19. Retirement of OW a Concern

  20. 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

  21. Concerns

  22. Is Retention Important? • Yes: 57% (36) • No: 43% (27)

  23. Important to Retain OW

  24. 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%)

  25. Retention

  26. Strategies to Transfer Knowledge • Yes: 60% • No: 40%

  27. Strategies Transfer Knowledge

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

  29. Transfer Knowledge

  30. Strategies to Attract & Recruit • Yes: 18% • No: 82%

  31. Strategies to Attract & Retain OW

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

  33. Attract & Retain

  34. Is it Important to Engage? • Yes: 77% • No: 23%

  35. Important to Engage OW

  36. 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%)

  37. Important to Engage

  38. Strategies to Engage • Yes: 36%; • No: 64%

  39. Strategies to Engage OW

  40. 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%)

  41. Strategies to Engage

  42. Assess Engagement • Yes: 33% No: 67% • How: • formally: 32% • informally: 68%

  43. Assess Engagement

  44. 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%)

  45. Barriers to Engagement

  46. 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%)

  47. Encouraging OW Engagement

  48. Discussion & Implications • How prepared are employers to recruit, retain, and engage OWs? • How prepared are OWs to remain and productively engage in the workforce? • How important is OW participation in lifelong learning to individual and organizational success?

  49. 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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