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Seeking Intergenerational SolutionsImproving Awareness and providing strategies from European projects
19th March 2014macroberts Art Centre, Stirling, Scotland
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Objectives of the session
"In times of change, the ‘learners’ will inherit the Earth, while the 'knowers' will find themselves beautifully equipped to deal with a world that no longer exists.” Eric Hoffer, 1902 - 1983
1. To bring together key stakeholders to ‘learn’ about the different projects and results
2. To provide a ‘space’ for ‘reflection’ on how these issues affect your organisation
3. To offer potential ‘solutions’ and strategies that can assist with greater generational diversity in the workplace
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An ‘Ageing’ Iceberg
Ageing Workforce
What we know
Demographic change
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Population Change
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An ‘Ageing’ Iceberg
Ageing Workforce
What we know
Demographic change
Population ageing
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Population Ageing
Age distribution of the working age population (15-64)
Source: Analytical support in the setting of EU employment rate targets for 2020
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An ‘Ageing’ Iceberg
Ageing Workforce
What we know
Demographic change
Population ageing
Below replacement fertility
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Changing FertilityTotal Fertility Rates, 1960 -2060
Source: European Commission 2012 Ageing Report
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An ‘Ageing’ Iceberg
Ageing Workforce
What we know
Demographic change
Population ageing
Below replacement fertility
Reduced mortality rates
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Reduced Infant Mortality
Infant mortality, 1996 and 2011
Source: European Commission/Eurostat, 2012
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An ‘Ageing’ Iceberg
Ageing Workforce
What we know
Demographic change
Population ageing
Below replacement fertility
Reduced mortality ratesIncreasing life expectancy
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Life Expectancy – Men
Projection of Life Expectancy at 65 (men) EUROPOP2010
Source: European Commission 2012 Ageing Report
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Life Expectancy - Women
Projection of Life Expectancy at 65 (women) EUROPOP2010
Source: European Commission 2012 Ageing Report
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An ‘Ageing’ Iceberg
Ageing Workforce
What we know
Demographic change
Population ageing
Below replacement fertility
Reduced mortality ratesIncreasing life expectancyIncreasing dependency ratios
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Economic old age dependency ratio
Effective economic old-age dependency ratio
Source: European Commission 2012 Ageing Report
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An ‘Ageing’ Iceberg
Ageing Workforce
Changing Mind-sets
What we know Changes
Societal attitudes
Demographic change
Population ageing
Below replacement fertility
Reduced mortality ratesIncreasing life expectancy
Health
Financial security
Individual AspirationsFamily structures
Increasing dependency ratios
Employer views and attitudesAge-related policies and government support
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Of Individuals Policy changes will see individuals working
longer and later in life
A real need to rethink retirement
Post-industrialisation means that physical job demands have changed
Learning and skills development is important for continual workforce participation
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Of Employers
Moving away from redundancy programmes that target older employees “For the economy, at a time when increasing productivity is
vital for boosting economic growth, the loss of valuable experience and expertise that our older workforce possesses could be severely damaging” (Tinsley, 2012)
Dispelling common myths and stereotypes of older employees “Older workers suffer mainly from discrimination due to
expectations of withdrawal from the labour market, assumptions about health, assumptions about vitality and about competence” (Metcalf and Meadow, 2006)
Improving generational diversity may lead to improved productivity and performance
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Important for business?
Ford ‘Third Age’ Suit
“We developed this suit to show our engineers and designers what it feels like to be an older person”
Dr Achim Lindner, Physician at the European Ford Research Centre
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The target market is ageing
Most headroom of any car in its class Lower door ‘lip’ to allow easier
access and seats are higher Higher suspension to make it taller Handles on the door pillars to assist
entry Larger fonts and dials on the
dashboard Relocation of ignition to assist those
with joint problems
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Of Policy Makers
Unsustainable welfare systems and health services
Major economic consequences of inaction – unprecedented economic burden on the working age population
Achieving the employment rate target of 75% outlined in the EU2020 Strategy will be impossible to achieve
Consequences of inaction: economically; politically; ethically; culturally
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SILVER Project
Successful Intergenerational Learning through Validation, Education & Research
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SILVER Project - Who?
THE BUCHAREST ACADEMY OF ECONOMIC STUDIES
Project Duration: Nov 2011 – Oct 2013
Funded by: European Commission Lifelong Learning Programme (Grundtvig)
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Why?
Problems associated with Ageing Workforce• Alienation and exclusion from lifelong learning and development• Underutilisation• Early retirements• Loss of critical knowledge
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What?
• Preliminary studies show that IGL might be an effective way to solve parts of the problem
• IGL is the process of knowledge building, innovation and knowledge transfer that takes place through lifelong learning
• Allows organisations to prosper from the knowledge of all generations in the workplace
• Provides alternative opportunities to access non-formal and informal adult education
• Previously unexplored field
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How?
The SILVER project developed a toolkit to
help organisations maintain and develop
capacity by utilising the knowledge and
capabilities of older (55+) workers. The toolkit
is essentially a flexible system comprised of
workshops and other materials that stimulate
learning between the generations (IGL).
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Toolkit Testing
• Tested over a three month period• Six countries• Variety of sectors – higher education, health, IT,
government, infrastructure• 40 organisations – Network Rail, Scottish Power• Feedback was gathered from testing phase and toolkit was
further developed and improved• Final version
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Testing
Three main areas were tested:
1. Stakeholder Awareness Program that
helps HR professionals to pave the way for
introducing IGL.
2. ‘Doing IGL Toolbox’ which includes a range
of workshops and a training manual .
3. Web-based game for illustrating the key
benefits of IGL.
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Stakeholder Awareness
• Research indicates that IGL is successful when key staff have a Optimum Level of Awareness
• Identify Stakeholders and their current Level of Awareness of IGL
• Questionnaire tool or interview is used
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4 Levels of Awareness
Level 1 – Awareness of demographic change in the country or sector
Level 2 – Aware of the effects of demographic change within the organisation
Level 3 – Aware of the benefits of consideration of age-related issues and the needs of various generations within the organisation
Level 4 – Awareness of the benefits of IGL for the organisation and the barriers and stimulators for IGL within the organisation.
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STAP Campaign – select appropriate STAP Tool
• Mass Media – brochures about the benefits of IGL, creating a blog on the company’s website with a weekly topic from the field of demographic change and IGL with employees as contributors
• Personal communication – workshops to reduce age-related prejudices, social events such as ‘Generation Days’ (with talks, food, games, competitions)
• Education – Study trips to organisations who have implemented IGL successfully
• Advocacy/lobbying – Nominate ‘ambassadors for IGL’ (with specific responsibilities)
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DIGL – Doing Intergenerational Learning
Type of IGL Problem it helps solve Investment needed
Intergenerational and reverse mentoring Prevent knowledge and competence loss; stimulate knowledge creation and innovation.
Moderate to high
Intergenerational teams Prevent knowledge and competence loss; stimulate knowledge creation and innovation.
Moderate to high
Intergenerational Knowledge Capturing Prevent knowledge loss Low
Trainings and Workshops Prevent knowledge and competence loss; stimulate knowledge creation and innovation.
Low
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Doing Intergenerational Learning
• Identified two companies to be involved in testing process
• Network Rail – Mentoring and Teams• Scottish Power – Mentoring• Training Session on IGL• Log Book for recording observations• Pilot process for 3 months• Follow-up meeting
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DIGL – Doing Intergenerational Learning
• Material developed for each of the 4 types of IGL (Mentoring, Teams, Knowledge Capturing and Workshops)
• Management Brief – background information• Trainers Guide• Toolkit – objectives, activities, guide to running
activities, resources• Evaluation materials• Research-based evidence
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Workshop – Introduction to Implementing IGT’s
• Requirements of using the tool e.g. at least 8 people in the group, materials needed
• When the tool is appropriate• Exercises and how to conduct them• Learning point • Critical success factors• Evaluation tools
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Who are we talking about?
• “They are always so opinionated. They think they know it all.”
• “I hate the way they drive. They are a menace on the road.”
• “They are very loyal employees.”• “Don’t hire them, you can’t depend on them.”• “They can’t adapt to new technology.”• “They are always taking sick days.”
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• Four generations in the workplace ?
Intergenerational Teams
Millennial/Gen Y
Gen X Boomers Silent Generation
Born after 1980
Born between 1965 - 1980
Born between1946 - 1964
Born between1925 - 1945
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Older Workers
Negative Perceptions
• Reluctant to learn• Lower productivity• Prone to ill health• Less adaptable to
technological change• Resistant to management• Uninterested in career
progression
Reality
• Lack of encouragement restricts participation
• Experience – retention of corporate knowledge
• Reliable • A strong work ethic• Loyal employees
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Younger Workers
Negative Perceptions
• Less committed than older workers
• Unreliable• Poor timekeeping
Reality
• Younger employees tend to be energetic
• Adaptable and open to new ideas
• Enthusiastic and willing to learn
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• Written word• Email• Text• IMS• Phone• Face to face
Communication and language differences
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1. What are the benefits to you?
2. For your organisation?
Why set up Intergenerational Teams?
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• IGT’s are created using workers of different generations in order to draw on each team members’ specific knowledge, skills and experience.
• They work because they are about the formulation of common objectives and are cooperative rather than competitive.
Intergenerational Teams
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Web-based Game
A simple game which can be used
to raise awareness of the benefits of
Intergenerational Learning.
Available at www.intergenerationallearning.eu
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Conclusions
• Evidence suggests that IGL is an effective
method of dealing with some of the effects of the
ageing workforce
• Benefits include, knowledge transfer, increased
capacity to innovate – working together more
effectively, mutual trust and cooperation, reverse
mentoring
• Create cultures that are open to IGL among the
workforce
• IGL should form part of a comprehensive
approach to Age Management that pulls together
all the dimensions of age management
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LIKE
Learning through Innovative management concepts to ensure transfer of Knowledge of elderly people
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About LIKE
Project Duration: Oct 2011 – Sep 2014
Funded by : European Commission Lifelong Learning Programme (Grundtvig)
Lifelong Learning Research Institute – Athens
Partners – UK, Greece, Sweden, Poland and Spain
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Project Aims
• To develop new approaches for combatting age barriers in employment
• To promote the adaptability of the older workforce to the changing business environment
• To develop age management business concepts in favour of participation, performance and productivity of older workers
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Fulfilling Company Potential
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A Model for Enterprises on Age Management
Recruitment & Retention• Adopt age neutral recruitment and selection practices e.g. ensure qualified staff
carry out interviews, selection process focussed on skills and not age
• Examine induction policies
• Make it clear to all that older workers are valued
• Potential benefits – recruiting older staff can raise general skills level of the company, leads to intergenerational knowledge transfer, productivity and innovation can be increased, greater age diversity, improve corporate image
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A Model for Enterprises on Age Management
Learning and Development• Training and development meets the needs of the individual and business
regardless of age
• Intergenerational knowledge transfer – mixed age teams, mentoring is promoted
• Employers take steps to understand the challenges and barriers faced by older workers
• Cost- benefit of investing in older workers
• Potential benefits – increased skills level and capacity for innovation, quality improvement, improved motivation and flexibility, intergenerational knowledge transfer
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A Model for Enterprises on Age Management
Health Protection & Promotion• Finnish concept of Work Ability – encourages employees to consider their
current ability to work and look at ways to improve future work potential
• Research has shown that a decline in work ability can be slowed down or halted with the correct interventions
• Health checks, ergonomic workplace design, health promoting working time arrangements
• Potential benefits include high levels of job satisfaction, motivation, reduced sickness absence
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A Model for Enterprises on Age Management
Exit & Transition to Retirement• Pre-retirement advice should support transition from work to retirement
• Flexible form of transition which allow a phased approach to retirement
• Potential benefits – succession planning carried out strategically, intergenerational knowledge transfer, enhance corporate image, utilise skills of retired staff
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A Model for Enterprises on Age Management
Flexible Working• Key to successful flexible working is effective communication with staff
• Ensure business requirements are not compromised by introducing a range of flexible working opportunities
• Potential benefits – positive effects on staff health and motivation, optimal utilisation of staff, reduced absenteeism, rise in productivity, encouraging delay of retirement
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A Model for Enterprises on Age Management
Career Development • Communicate a message that opportunities exist regardless of age and staff
have an equal opportunity for progression
• Potential benefits – continual development of skills, qualifications and experience, motivation, commitment, flexibility and productivity, reduction in early retirement as a result of career dead-ends, avoids critical knowledge loss
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A Model for Enterprises on Age Management
Redeployment• Managed properly redeployment can re-energise and re-motivate older workers
• Potential benefits – reduced workload and pressure on individuals, constant or improved productivity, reduced sick leave
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A Model for Enterprises on Age Management
Comprehensive Approach• Pulls together all dimensions of the age management strategy
• A holistic approach will have greater impact
• Capitalise on abilities of older workers and help address some of the problems associated with ageing workforce
• Potential benefits – steam-lined HR strategy, greater acceptance by staff and management, more permanent effect
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What strategies could your business use to meet the challenges of demographic change?
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Thank You