Addressing the Needs of an Aging Workforce

Infonex WorkshopCalgary

10:30 – 11:30 am Aug 22rd

Chris Hylton, MA

403 264 5288chris@hylton.ca

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Introduction

Chris Hylton, MA HR & Benefits Background

WorkshopsEAPGetting older

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“If you want one year of prosperity, grow grain. If you want ten years of prosperity,

grow trees. If you want 100 years of prosperity, grow people.”

— Ancient Chinese Proverb

“If you want one year of prosperity, grow grain. If you want ten years of prosperity,

grow trees. If you want 100 years of prosperity, grow people.”

— Ancient Chinese Proverb

Learning Outcomes

What we hope to achieve today: Define what an aging workplace will

look like Identify what ers and governments

can do Identify possible challenges to

becoming an er of choice for an aging workforce

See more graphs than you ever wanted to see

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Agenda

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Why accommodating and responding to the needs of an aging workforce is more of an issue now than ever before

Understanding the needs and motivations of an aging workforce

What are the benefits of keeping an aging employee workforce

Designing an age-friendly workplace Rethinking the work-life balance: strategies and

programs for accommodating an aging workforce

This is your show

Are there any issues you would like me to specifically address in the talk today?

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Canada’s Population 1978, 2038experience promoting healthy aging

Source: Statistics Canada.

* Projected population.

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Retirement Patterns Over Time:Retirement Is Becoming Less Common

Source: U.S. Bureau of Labor Statistics

5

10

15

20

25

30

1948 1958 1968 1978 1989 1999

Perc

en

t of

Pop

ula

tion

65+

In

th

e L

ab

or

Forc

eUS Labor Force Participation Rate of Workers 65+, 1948-2007

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1,5001,7001,9002,1002,3002,5002,7002,900

2000 2005 2010 2015 2020

Projected shortage of over 1,000,000 nurses in 2020

FTE’s

(Th

ou

san

ds) Projected RN

Demand

Projected RN Supply

US National Supply and Demand Projections for RNs

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INDIVIDUAL & POPULATION AGING

Life expectancy: Number of years the average person can expect to live

Has increased steadily in Canada during the 20th century

Canadians can also expect to live longer after age 65 than generations before them

Canadians born today can expect to live 20 years longer than if they had been born in 1920

Increased life expectancy into old age is distinguished from previous historical period

Never before in history did vast majority of people in a particular country expect to live to old age

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LIFE EXPECTANCY IN CANADA, 1920–2005

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CANADIAN POPULATION AGE STRUCTURE, 1851, 1901, 1951, 2006

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Myth:AboriginalpopulationIs small in numbers

Can someone tell be the difference between Saskatchewan and Albertaregarding proportion of seniors please? Where do you find the lowest ratio in Canada?

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Saskatchewan has the highest proportion of seniors (15.4 per cent) among the provinces

its neighbour to the west, Alberta, has the lowest (10.7 per cent)

Only about one in 20 people living in the Territories is a senior citizen

If I may digress, what else is special about SK?

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Hint :

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It relates to this graph

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SaskatchewanPopulation Pyramid, 1996 (%)

Aboriginal

Non-Aboriginal

-10.0 -8.0 -6.0 -4.0 -2.0 0.0 2.0 4.0 6.0 8.0 10.0

0-4

5-9

10-14

15-19

20-24

25-34

35-44

45-54

55-64

65 +

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Saskatchewan Population 1995 to 2045

By 2045, Aboriginal People will make up approximately ONE THIRD of SK population compared to approximately one tenth in 1995

13.3

86.7

20.0

80.0

32.5

67.5

0%

20%

40%

60%

80%

100%

Perc

ent o

f Pop

ulat

ion

1995

2015

2045

Year

Percentage of Aboriginal and Non-Aboriginal People in Saskatchewan

Non-AboriginalAboriginal

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So how is this helpful to SK?

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Filling Vacancies:Four Ways We Will Avoid a Crisis

Immigration Automation Outsourcing Retaining older workers who

Have skills and experience to get the job done

Need (and may want) to work

Politics?

Cost?

Feasible?

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Older Workers Need to Work:Insufficient Savings

0

10

20

30

40

50

1992-93 1996-97 2000 2007

Defined Contribution Defined Benefit

Perc

en

tag

e o

f W

ork

ers

Source: U.S. Bureau of Labor StatisticsCG Hylton

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$0$200

$400

$600

$800$1,000

$1,200

$1,400

$1,600

Avg

Ann

ual O

ut o

f Po

cket

Co

sts in

US,

200

3

<18 19-64 65

Age Group

Older Workers Need to Work:Average Out of Pocket Costs for Health Care

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Older Workers Want to WorkTop Three Reasons for Working During Retirement US

1. Need the money (61%)2. A desire to stay mentally active (54%)3. The need for health benefits (52%)

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0

10

20

30

40

50

1960 1980 2000 2040 2060 2080

1 old / 5 young

1 old / 2.5 young

US

Rati

o o

f P

eop

le 6

5+

to P

eop

le 1

8-

64,

%

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Replacement Ratio

Older workers a drain? Not a chance, Oxford study finds()

“Meet the new tax gusher: the golden-age employee. Working Canadians between the ages of 60 and 79 contribute more than $2.2-billion each year in tax payments on employment income –

and there is every indication that the populous baby boom generation coming up behind them intends to stay even more connected to work, HSBC Bank Canada said issuing the results of a global survey conducted by Oxford University's Institute of Ageing…”

In the past…

During downturns employers targeted elderly workers in order to cut expenses

Elderly people often faced job discrimination as they were expected to retire at age 65

Is this true today or in the future? Any comments please?

Old, older, oldest

Young-old ( 65-74 ) are very active Middle-old ( 75-84 ) Old-old ( 85 + ) In U.S. in 2005, 70,000 centenarians

Canada: 4,600 centenarians in 2007

Employer Solutions

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Passing on Expertise Aerospace

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Boeing has started a program to transfer older workers' knowledge to the next generation.

And when an employee announces he'd like to retire, "we ask them why," said Duane Schireman, director of human resources for Boeing's 787 "Dreamliner" program.

Sometimes the person would like to keep working, just not 40 hours a week. On a case-by-case basis, Schireman said, managers and the employee explore such options as job sharing, telecommuting and contract work.

Boeing, in collaboration with other aerospace employers, also is trying to remove barriers that may force people into retirement before they're really ready.

Nursing

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Group Health is addressing the issue after learning that 42 percent of its 890 registered nurses are age 55 or older.

To extend their careers, the health-care organization is offering nurses who are five years from retirement opportunities to mentor and teach, as well as do part-time work after retirement.

It's also making sure older nurses, who are at greater risk of injury on the job, have the best equipment for handling patients.

A gradual retirement - Weyerhaeuser

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new delayed-retirement project, called Gray Matters, is grounded in research about the attitudes of its employees age 55 and over.

The vast majority say they want to work longer rather than completely retire.

But they want it all — a flexible schedule, health-care benefits and no negative financial impact

And they want the work to be meaningful.

A gradual retirement

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Gray Matters offers select ees opportunity to retire gradually, but they must average 25 hours of work a week in order to keep health benefits. The part-time work also shouldn't go on for too many years or it could negatively impact their pension.

they're expected to create a plan to transfer knowledge and mentor younger workers.

The company also is participating in a talent bank, to be run by an outside firm, that will offer retirees a chance to work on a temporary basis. "What we all want as employers is the best talent we can have," said Hass, retirement educator at Weyerhaeuser. "And what we ought to recognize is that the best talent can come at any age."

Most Ers are Unprepared

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most unprepared or don't have the luxury of dealing with the aging work force, often because they're embroiled in shorter-term economic crises

"Furthest from their minds is putting more money into retaining older workers because they don't even know what the business horizon is," said Valerie Paganelli, a Seattle-based retirement consulting actuary and researcher on aging workforce

"Still, they may well need, to in order to bridge their way to the next level of success"

Would you agree?

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Adapting the Workplace

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Smart Canes

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Another invention called Smart Canes, will allow real-time feedback on proper gait and alert a worker’s colleagues by text if a fall occurs.

“It’s a floor that’s compliant enough to prevent injury in case of a fall, but hard enough that you can do normal activities on it,” noted Feldman.

Initial tests show that it could reduce hip fractures up to 80 per cent.

Adapting the workplace

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Falls are the leading cause of hospitalization due to injury for Canadians 65+

one in three expected to experience this life altering moment this year alone

offices with flexi-floors, when those falls do occur, special new “bouncy floors” could reduce the risk of serious injury

Air bags

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Older workers will also have the option of wearing a belt with built-in air bags that will deploy when the sensor detects a fall

Those with balance problems could wear them as part of their regular office wear

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The Work Environment

The spaces where we work affect how we age

We have control over how workplaces are designed

Work environment issues are aging issues Physical demands of

work Lighting and vision Cognitive demands of

work We can design age

friendly workplaces

ERGONOMIC PROBLEM-SOLVING STRATEGIES

Seated work with larger parts involves interacting with objects that may be too large to manipulate manually, associated with assembly & welding jobs.

Problems are typically related to posture, illumination, reach, and lifting

Use technology to lift & position thework for easy access that does not require bending, twisting & reaching.

Use supplemental lighting. Use adjustable chairs/work surfaces

CUMULATIVE TRAUMA DISORDERS (CTDS)

Frequent and, for some, constant computer use has led to an explosion of injuries that until now were seen mostly in the meatpacking industry. Collectively, these injuries are known as

CTDs. CTD is an umbrella term covering

injuries caused by forceful or awkward movements, repeated frequently over time. CTDs occur to the muscles, nerves, and

tendons of the hands, arms, shoulders, and neck.

CUMULATIVE TRAUMA DISORDERS (CTDS)

Overworking a tendon can cause small tears in it, which inflame and cause intense pain. Known as tendinitis.Other forms of CTDs are shown at right.

CUMULATIVE TRAUMA DISORDERS (CTDS)

Preventive strategies that can be applied: Teach employees the warning signs. Teach employees how to stretch. Teach employees to start slowly. Teach employees to limber up, then begin

slowly and increase their pace gradually. Teach employees to position their hands

properly without using wrist splints. Exercise regularly. Select tools wisely.

Need for increased wellness prog

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Why?

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Physical health

Source: Statistics Canada.

Proportion of population with one or more chronic diseases*, by selected age groups, Canada, 2009

* Diseases include angina, asthma, arthritis or rheumatism, osteoporosis, high blood pressure, bronchitis, emphysema, chronic obstructive pulmonary disease, diabetes, heart disease, cancer, effects of a stroke, Crohn’s disease, colitis, Alzheimer’s disease, Parkinson’s disease, cataracts, glaucoma, thyroid condition, mood disorder and anxiety disorder.

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Mental health

Source: Smetanin, P. et al. Rising Tide: The Impact of Dementia in Canada 2008 to 2038.

Projected prevalence of dementia in senior Canadians* by sex, Canada, 2008 to 2038

* The population over the age of 65 was simulated within the current model using data obtained from the Canadian Study of Health and Aging.

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Health Promotion

Health promotion: Prevention Detection Management

Promoting health throughout life can prevent chronic disease

Promoting health can lead to better disease management

Health promotion can save you money

0

5

10

15

20

% w

ith

Dia

bete

s

18-44 45-64 65-74 75+

Age Group

Diabetes and Age

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Work & Life Balance

It’s time to rethink how work and retirement function

Flexible work options can benefit you and your aging workforce

Phased retirement programs are an example

Cliff vs phased pensions

Older Workers' Preferences for the "Next Stage"

Cycle In and Out Part-Time

Start a Business Work Full Time

Never Work Again Something Else

Percentage of employers citing each

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3

4

5

9

11

17

18

22

25

28

29

No measures provided

Job coach/ personal assistant

Building modifications

Other specialised equipment

Access to OH services

Different chairs/desks

Phased return to work

Extra breaks

Different duties

Reducing employee workload

Meetings with employees to discus extra help

Allowing reduced or different hours

Measures used in the last 12 months

to help keep employees with

health problems in work or facilitate

their return to work:

Adjustments employers make for employees to stay in work

Source: Employer Survey, DWP

No measures provided ----

The bottom line: case studies & wellness programs

Parcelforce (4,500 employees)

Introduced comprehensive wellbeing and health programmes:

• Sickness absence reduced by one third, saving £55m

• Compensation claims reduced by two thirds, saving £1m

• Productivity increased by 12.5%

• Overall: £2.25m investment yielded £6m in direct cost savings

Digital Outlook (27 employees)

Implemented a variety of wellbeing initiatives:• 95% improvement in sickness absence rates: 4

days per year in 2006 down to 0.22 days in 2008

• Reduced staff turnover from 34% in 2007 to 9% in 2008 making savings in recruitment and training costs

British Gas (25,600 employees)

Implemented back care workshops:• Back-related absence reduced by 43%• 58% of staff improved their attendance

• Return on investment was £31 for every £1 spent

How does diversity fit into the aging Workforce?

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Symcor Facts …

Vancouver, BC1 site

Calgary, AB 2 sites

Winnipeg, MB 1 site

Toronto, ON 6 sites

Montreal, QC2 sites

Halifax, NS 2 sites

Chicago, IL1 site

Los Angeles, CA1 site

Atlanta, GA2 sites

Orlando, FL2 sites

Baltimore, MD1 site

Memphis, TN1 site

Nashville, TN1 site

Miami, FL1 site

Richmond, VA1 site

Durham, NC1 site

Charlotte, NC2 sites

Dallas, TX1 site

Rutherford, NJ1 site

Approximately 7,000 EMPLOYEESwho serve over 100 CUSTOMERS

•Located at over 30 sites across North

America•

Processes over THREE BILLION CHEQUES annually

•Produces nearly 675 MILLION

STATEMENTS annually•

Receives and processes over 197 MILLION

CUSTOMER PAYMENTS annually•

Manages over 8,600 LOCKBOX accounts

•

Diversity in Times of Austerity

“…In a time of belt tightening, the optimal use of resources is not just an asset but a question of survival. In this respect, employment equity becomes a powerful tool for management (and marketing)

giving a strategic advantage to businesses that uphold its principles.”

Canadian National Employment Equity Annual Report, 1996

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Why invest in hiring a diverse workforce?

According to Human Resource and Skills Development Canada, by the year 2016, approximately two-thirds of the Canadian population aged 15 to 64 will be made up of members from the designated groups.

Members of designated groups make up a great pool of skills and talents that organizations must have access to succeed in competitive, knowledge-based market

Hiring employees from diverse backgrounds broadens the base of qualified individuals for employment.

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Why invest in hiring a diverse workforce?

A good track record from a diversity perspective can build upon itself, ensuring organizations continue to have the opportunity to hire the best and most qualified candidates.

A commitment to equity and diversity in the workplace can help reduce turnover as employees have a greater allegiance with, and affinity to, a work environment where they feel respected and valued.

By increasing the wide array of perspectives resulting from diversity an organization becomes more creative, flexible and productive

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Why invest in hiring a diverse workforce?

With the aging of the Canadian population during the next 20 years as the baby boom generation retires, we will need to fully engage all Canadians of working age in the workforce because the gradual future retirement of the baby boomers will not be fully replaced by the smaller number of boom-echo kids participating in the workforce.

A growing economy in the period ahead will require full realization of the untapped potential of Canadians of working age

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How to Manage a Diverse Workforce

Raise Awareness of the value of diversity among your staff and promote it

Treat everyone as individuals Look for opportunities to learn Set aside time for team interaction during

regular meetings Regularly assess your environment Address concurs immediately Implement diversity management training Implement work/life balance programs

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Accommodation

Symcor will accommodate those who require it in a manner which respects their dignity, is equitable, and enhances their ability to compete for jobs, perform their work, and fully participate in employment at Symcor

Symcor works to achieve a workplace free of barriers by providing accommodation for those requiring it, in accordance with human rights legislation, up to the point where it causes undue hardship for Symcor

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Hiring and Recruitment

Symcor regularly reviews its recruitment and hiring policies and practices to ensure that there are no systemic barriers resulting in discrimination.

Symcor ensures the action steps set out in the employment equity plan are being taken.

Symcor ensures that reasonable efforts are being made to reach any

underrepresented groups in our recruitment process.

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Government Incentives

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Reduced social security contributions

Spain – er contributions reduced for workers aged 60+ who have five years of seniority and for newly hired workers aged 45+

Norway – er contributions reduced by 4 percentage points (i.e. from 12.8% to 8.8%) for all older workers aged 62+

Italy – employers exempt from contributions for one year after hiring older workers

Allocating time to train ► Right to train (France) – for ees with over 12 mos’

service, credit of 20 hours per year worked► Employer Training Pilots (UK) – wage boost (up to

150%) to ers offering paid time off for low-skilled ees so they may train

Pension Changes International examples

► Finland: the part-time pension entitles workers aged 56 and over to 50% of the income loss due to a reduction in working time, paid through the pension system. to improve employment opportunities.

► Sweden: workers are permitted to draw a portion of their pension early while still working

Finland wins awardMinistry of Social Affairs - Forum for Well-Being at Work

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the health and safety of work, the employees’ physical, psychological and social

well-being the meaningfulness of work control of exposure and strain development of occupational health care and

rehabilitation the reconciliation of work and leisure the role of occupational health and safety at work as a

productive the impact of work as a factor promoting health dissemination of best practices

National Strategy for an Ageing Australia – to promote awareness of ageing, advise on short-and long-term policy.

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Ongoing engagement of mature age workers will be important to achieve sustained economic growth as the population ages. While targeted programs to encourage young skilled migrants to come to

Australia may have some impact on the size of the workforce, increased large scale immigration is not the answer to Australia’s ageing society

National Strategy for an Ageing Australia

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Improved opportunities for ongoing training and professional development of mature age workers as well as more flexible working conditions to facilitate gradual transition from work to retirement will need to be accommodated as the workforce ages.

Mature age workers displaced from the workforce will continue to need to be supported through the employment and income support systems.

Personal Wellness by Age and Sex, Alberta, 2004

Life Satisfaction by Age and Sex, Alberta, 2004

Age Group

Pro

po

rtio

n in

dic

atin

g 'S

atis

fied

or

Ve

ry S

atis

fied

'

0.2

0.4

0.6

0.8

1.0 Scale 1(Life in general, selfjob, leisure, finances, appearance) By all means

marry: If you get a good spouse, you'll become happy; if you get a bad one, you'll become a philosopher. –

Socrates

Source: Statistics Canada, Canadian Community Health Survey, 2004

Summary

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You have been a wonderful audience

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If I may assist you in any way please let me know.

Our offer to you71

Please call if you have any HR, or workplace issue that you are overwhelmed with

We can help you

We also are pleased to do Free Workshops for your organization (some limits apply) Let us know what your needs are and we will make it happen!

CG Hylton - Services

HR Consulting Job Descriptions Salary Grids Wellness at Work Staff Morale Training and

Workshops

Benefits, Pensions,

EAP Strategic Planning Drug and Alcohol

programs Dept re-orgs Leadership

compensation

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Tel 403 264 5288chris@hylton.ca

Thank you for the opportunity to meet today!

HR Consulting

Training Benefits,

Pensions EAP

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tel 403 264 5288chris@hylton.ca CG Hylton

References

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Chief Public Health Officer’s Report on the State of Public Health in Canada, 2010 Growing Older – Adding Life to Years http://www.publichealth.gc.ca/CPHOreport

http://www.agefriendlyworkplace.org/links.html Leibold, M., & Voelpel, S. (2006). Managing the Aging Workforce.

Germany: Wiley-VCH Rothwell, W.J., Sterns, H.L., Spokus, D.& Reaser, J. (2008). Working

Longer. New York: AMACOM Hedge, J., Borman, W., & Lammlein, S. (2006). The Aging

Workforce. Washington DC: The American Psychological Association

http://www.wcb.ab.ca/pdfs/workers/c060_with_instructions.pdf