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Dr. Gerlinde Ziniel European Foundation for the Improvement of Living and Working Conditions

Good practice in age management: Creating sustainable measures to improve job opportunities and working conditions for older workers at enterprise level. Dr. Gerlinde Ziniel European Foundation for the Improvement of Living and Working Conditions. Aims and objectives.

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Dr. Gerlinde Ziniel European Foundation for the Improvement of Living and Working Conditions

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  1. Good practice in age management:Creating sustainable measures to improve job opportunities and working conditions for older workers at enterprise level Dr. Gerlinde Ziniel European Foundation for the Improvement of Living and Working Conditions

  2. Aims and objectives • Document current measures and initiatives in 200 organisations in the EU 27 to improve the employment situation of older workers • Identify factors influencing the success and sustainability of initiatives • Review lessons and formulate guidelines for good practice in age management

  3. Products http://www.eurofound.europa.eu/

  4. What is good practice? Good practice in age management is defined as those measures • that combat age barriers and/or promote age diversity. • These measures may entail specific initiatives aimed at particular dimensions of age management. • They may also include more general employment or human resources policies that help to create an environment in which individual employees are able to achieve their potential without being disadvantaged by their age.

  5. Dimensions of age management practice • Job recruitment • Learning, training and lifelong learning • Career development • Flexible working time practices • Health protection and promotion, and workplace design • Redeployment • Employment exit and the transition to retirement • Comprehensive approaches

  6. Case study examples

  7. BMW Group, Germany • In 2005 the BMW Group had a total workforce of around 106,000 worldwide, 75% of whom were employed in Germany. The Munich-based BMW Group manufactures automobiles and motorcycles. • In 2005 the proportion of the workforce above the age of 50 years totalled about 15%, and the number of employed in this age group is expected to increase in the future. According to estimates, every third person within the BMW Group will be over 50 years of age by 2015. • The group has a differentiated and long-term oriented human resources (HR) policy. • ‘Today for tomorrow’ • monitors the expected demographic developments and the resulting consequences for the group’s HR policy in Germany • comprises a total of five fields of action: health management; qualifications; work environment; retirement models; as well as communications and change management

  8. Cambridge City Council, UK • Cambridge City Council employs 1,150 people and provides services such as building control, refuse collection, environmental planning and housing services. • Ageing workforce - as a large proportion has been employed by the council for more than 20 years. From 2001 to 2004, up to 41 people aged over 50 years were recruited and the number of applicants aged over 50 years continues to rise. • Policies relating to recruitment, training programmes, health and well-being measures, and retirement arrangements. • Wage policy in 2001 - ‘Best value performance plan’ • Awareness-raising programmes

  9. Benefits of age management measures • Raise of the workforce’s overall skills level and capacity for innovation. • With older employees on the payroll, younger staff see greater potential for career. development: their motivation increases as a result, as does their respect for the performance of their older colleagues. • Improvements in the quality of an organisation’s products and services. • In many organisations, the involvement of older employers ensures the maintaining of skills levels and the potential for professional development and internal transfer.

  10. Success factors for age management in organisations • Age awareness • Supportive national policy framework • Management commitment and competence • Careful planning and implementation • Cooperation of all parties concerned – age awareness • Evaluation, assessment of costs and benefits

  11. Conclusions • Need for a comprehensive and coordinated set of policies – acknowledged but only partially implemented • Integrated approaches are possible and worthwhile – need to extend awareness and commitment • Policies must consider the whole of working life – working, learning and caring over the life course – but how to operationalise • Rethinking of pensions - but also disability and rehabilitation schemes • The new Member States pose a special challenge for giving priority and particular attention to older workers

  12. THANK YOU!

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