© fraunhofer iao, iat universität stuttgart 1 building workplaces in line with the ageing process...
TRANSCRIPT
1© Fraunhofer IAO, IAT Universität Stuttgart
Building workplaces in line with the ageing process
AGORA „Promoting lifelong learning for older workers“Cedefop, Thessaloniki12 October 2006
Bernd DworschakFraunhofer Institute for Industrial Engineering
2© Fraunhofer IAO, IAT Universität Stuttgart
Consequences of demographic change for companies
Distinct ageing of workplacepopulations, with larger percentages of employees aged 50+
The recruitment of younger workers becomes increasingly difficult
Demographic changes result inthe surplus of labour becominga widespread lack of manpower.
Probability of qualificational and regional mismatches increases
After 2010, the supply of human resources diminishes. Even high immigration rates will not be able to counter this trend.Fuchs, Thon, 1999
3© Fraunhofer IAO, IAT Universität Stuttgart
Short-term action
• An analysis of the age and workforce structure of firms and particular areas of work with the aim of identifying any disequilibrium in age distribution and the problems which this may engender.
Initiation of intergenerational collaboration and the introduction of tandem training enabling firms to ensure that the experience and know-how of retiring employees is transferred to their successors in good time.
Modified and extended recruitment and personnel development strategies designed to dig deep into the reserves available on the labour market – these strategies should also be aimed at ”new” target groups such as women or the older unemployed.
4© Fraunhofer IAO, IAT Universität Stuttgart
Approach: Analyse current age structure
0
5
10
15
20
25
30
35
40
16 18 20 22 24 26 28 30 32 34 36 38 40 42 44 46 48 50 52 54 56 58 60 62 64 65
2006
Age-distribution:• Company• Organisational Units• Groups of employees
Example Age structure 2006
5© Fraunhofer IAO, IAT Universität Stuttgart
0
5
10
15
20
25
30
35
40
16 18 20 22 24 26 28 30 32 34 36 38 40 42 44 46 48 50 52 54 56 58 60 62 64 65
2006 2016
Example Age structure 2006
Scenario Age structure 2016
Approach: Forecast Age structure of the future
Variables:• Business development• Dismissals• Reduction of pensions• Run out of early retirement• Fluctuation of employees• Recruitment
6© Fraunhofer IAO, IAT Universität Stuttgart
Example Age structure 2006
Scenario Age structure 2016
Scenario:An increasing proportion of older workers may lead to ...
More lost working days
Restricted deploymentflexibility
More people with restricted performance
Know-How gaps
, if no measures are taken.
0
5
10
15
20
25
30
35
40
16 18 20 22 24 26 28 30 32 34 36 38 40 42 44 46 48 50 52 54 56 58 60 62 64 65
2006 2016
7© Fraunhofer IAO, IAT Universität Stuttgart
Effective medium-term action
• Enhancing and highlighting the attractiveness of working for the firm. Companies will only be able to entice and retain the best talent if they are perceived as an attractive option on the labour market by potential job applicants.
• Counteracting prejudices about the job performance of older employees and exploiting the experience of older workers in innovative projects in order to avoid impasses. • Providing ageing employees with development perspectives in order to thwart entrenched expectations of early retirement, e.g. by developing ageing-appropriate, career management geared to each phase of working life and providing flexible routes into final retirement. • Establishing age-mixed teams which guarantee that knowledge and experience is transferred and the complementary strengths of younger and older workers are utilized.
8© Fraunhofer IAO, IAT Universität Stuttgart
Younger than 25
25 - 35
35 - 45
45 - 55
55 and older
0
5
10
15
20
25
30
35
40
45
50
Balanced age structure
Youth-centred: 2000
Compressed: 2006
Age-centred: 2010
Age of workers
Number of workersin %
Age distribution
9© Fraunhofer IAO, IAT Universität Stuttgart
20 25 30 35 40 45 50 55 60 65 years
Age
Occupationaldevelopment:hierarchy,wage/salary,competences
Start of career
Changing tasks
Changing tasks
Newtasks Retirement/
End of career
Family phase
Sabbatical
Occupationalre-orientation,New tasks
Alternative: Vertical career
Alternative: Work-Life-Balance
Alternative: Horizontal careerFurther training
Differentiated paths of occupational development
10© Fraunhofer IAO, IAT Universität Stuttgart
Levels of participation in continuing vocational training
Source: BMBF, Berichtssystem Weiterbildung IX, 2005, S. 26
1979 1982 1985 1988 1991 1994 1997 2000 2003
19 - 34 Jahre 35 - 49 Jahre 50 - 64 Jahre
16
2325
27
3331 29
9
15
14
20
24
29
36 36
31
4 46
8
11
14
2018
17
0
5
10
15
20
25
30
35
4019 - 34 age group 35 - 49 age group 50 - 64 age group
Sh
are
in
%
Years
11© Fraunhofer IAO, IAT Universität Stuttgart
Long-term action
• Boosting the status of skill careers alongside hierarchical careers; fostering people's ability to adapt and learn by switching personnel between tasks and positions.
• Fostering lifelong competence development; activating 'middle-aged' and older employees by providing continuing training and opportunities for taking on new activities.
• Re-designing or avoiding activities which can only be performed for a limited period of time; avoiding longer-term repetitive stresses and strains on employees and introducing measures which reduce or provide a break from arduous tasks.
• Establishing balanced personnel and age structures in specific areas of work and throughout the company with the aim of avoiding waves of recruitments and retirements.
12© Fraunhofer IAO, IAT Universität Stuttgart
• Repetetive work routines • Permanent concentration• Forced awkward postures• Night shifts• Physically-demanding work • Machine-paced work• Heat, noise, dust• Tight deadlines
If workers are required to perform work under theseconditions on a permanent basis, they will almostinevitably be confronted with health and performanceproblems as they grow older.
• Ergonomic workplace design• Fostering healthy work processes
Job enrichment by changing type, content, methods
of work, or mixing tasks• Reducing time pressure• Introducing flexible working-time models• Limiting deployment times
Areas of action
Objective:Maintaining and promoting good health, motivation and qualification throughoutpeople's working lives
Objectives of ageing-appropriate job design
Source: ISO
13© Fraunhofer IAO, IAT Universität Stuttgart
Factors influencing performance:
- Previous activities (stresses, training)- Performance demands at work- Stimulus to learn provided by work
- Self-perception, perceptions of others- Socialisation, education/training
Age
Cog
nit
ive a
nd
ph
ysic
al p
erf
orm
an
ce
Individual
differences
- Private lifestyles
Individual differences in the development of work performance with increasing age
14© Fraunhofer IAO, IAT Universität Stuttgart
Phase III Re-positioningE.g. Monitor exit; enable
change of tasks; phased
retirement
Phase I Finding
E.g. recruit and integrate
Phase II Retaining and developing
E.g. Interesting, varied work tasks; call for and
foster individual competence development; agree
individual development plans
A future demand for companies –a long-term personnel policy for all age groups
Aim: Accompanying and developing careers from the beginning to the endof working life.
15© Fraunhofer IAO, IAT Universität Stuttgart
Demand: to re-think personal and organisational developmentconcepts for older workers
e.g. avoid lop-sided work tasks
e.g. new development opportunities for older workers
e.g. new recruiting strategies (e.g. for women)
Aims of the company
Productivity
Flexibility
Health, performance
Motivation
Demands to personnel polices
Qualification, skillse.g. support lifelong development of competences
Knowledge
Attractiveness of companies
Transfer of knowledge and experiencee.g. age-mixed teams, avoid know-how gaps
Innovation
16© Fraunhofer IAO, IAT Universität Stuttgart
Events
Information
Results
Contacts
Further information available
The project is funded by the Federal Ministry of Education and Research (BMBF)Number of Funding: 01HH9901/0
Contact Persons:Bernd Dworschak, Fraunhofer IAOHartmut Buck, Alexander SchletzPhone: ++49 711 970 2042E-mail: [email protected]
www.demotrans.de
Booklet free of charge:
Buck, H.; Kistler, E.; Mendius, H. G.: Demographic change in the world of work. Opportunities for an innovative approach to work – a German point of view. Stuttgart, 2002.