working late showcase event slides

7/29/2019 Working Late Showcase Event Slides

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strategies to enhanceproductive and healthy

environments for theolder workforce

Working Late Showcase Event

2008 WHRC awarded funding from NDAfor 4 year project on the older workforce

Showcase Event main findings,resources and materials

Research Participants Working Late Showcase Schedule

14:00 Talks and demonstrations

15:20 Coffee break and pedometer challenge

16:00 Pedometer challenge feedback

16:10 Talks and launch of Working Late videos

17.30 Drinks reception


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Working Late Showcase Event

Questions Step Counts/Pictures

#WorkingLate2013@WorkHealth

Question forms

Speak to the team

THE NEW DYNAMICS OFAGEING RESEARCH

PROGRAMME

The NDA is a multidisciplinary research collaboration to both

investigate the new dynamics of ageing and the various

influences shaping them; and to show how their consequences

can be managed to achieve the maximum benefits for older

people and society

ESRC, EPSRC, BBSRC, MRC, AHRC

Budget = 22 million

2005 2013 35 projects, 136 senior researchers, 42 post docs, 29 PhDs

128 others e.g. Advisory, partners, admin teams

THE NEW DYNAMICS OF AGEING

RESEARCH PROGRAMME

Working Late Dissemination Event, BT Centre, London, 12 March 2013


RESEARCH PROGRAMME

PROGRAMME OBJECTIVES

Generate new knowledge: life course influences, changes and

increasing diversity in meaning and experience of ageing

To encourage and support the development of new multi- andinterdisciplinary perspectives on ageing

To encourage comparative research and provide new

opportunities for UK science to link with other countries

To support a new generation of multidisciplinary researchers

To provide a sound evidence base for policy, practice and

product development so that research contributes to well-

being and quality of life



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RESEARCH PROGRAMME

1. Ageing Well Across the Life course

i) Active Ageingii) Autonomy and Independence

iii) Later Life Transitionsiv) The Oldest Old

2. Ageing and its Environments

i) Resources for Ageing

ii) Locality, Place and Participation

iii) The Built and Technological Environments

iv) The Global Dynamics of Ageing

RESEARCH THEMES



RESEARCH PROGRAMME


www.newdynamics.group.shef.ac.uk


RESEARCH PROGRAMME


strategies to enhance

productive and healthy

environments for theolder workforce


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The Working Late team

Collaborators

The Working Late Team

Disciplines:

psychologygerontologyoccupational healthbiology

ergonomicssociologyhealth economics

Ageing workforce

increasing age of the workforce 27% of workforce 50+ by 2020 a third will be 50+


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Ageing workforce

increasing pension age removal of default retirement age important to maintain health,

productivity and quality of working life

Work Ability Index (Ilmarinen)

18

5

10

15

20

25

30

35

40

45

50

18 22 26 30 34 38 42 46 50 54 58 62

WorkAbility

Age

Older and younger employees

19

Mon Tues Weds Thurs Fri

Older

Younger

Multi-generational working

broader range of skills opportunities for mentoring reduced staff turnover

improved staff morale


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Working Late: Aims

dynamics of later life working interventions to improve health

and workability

design solutions to improve thequality of working life

Working Late: User Engagement

Research presented to,

discussed with, andmodified by user groups

User engagement panels:older/retired workers

ESRC Older Persons Reference Group

Occupational health experts

Academics

Employers/Managers

HR personnel

Trade union representatives

Employment lawyers

Agency/Charity represe ntatives

Working Late: User Engagement Working Late: Later Life Working

work participation and recruitment impact of legislation work and family commitments


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Working Late: Journey to Work

travelling to and from work impact of family commitments information, support and technology required

Working Late: Occupational Health

current occupational health strategies workplace policies for promoting health informed health promotion interventions

Working Late: Health Interventions

new materials to engage andmotivate employees

implement and evaluate physicalactivity interventions

Working Late: Through Design

Explore the design needs of ageing workers:- equipment, tools and workspaces- job design and planning

Develop design models for aninclusive workplace


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OrganisingforWorkingLate:

Workplacedesignandwellbeing

fortheageingpopula9on

DrDianeGyiDrElaineYolandeGosling

ProfessorRogerHaslam

ProfessorAlistairGibb

Whoarewe?

DrDianeGyiReaderinHealthErgonomicsandDesign

LoughboroughDesignSchool

DrElaineYolandeGoslingResearchAssociate


ProfessorRogerHaslamProfessorofErgonomics


ProfessorAlistairGibbProfessorofConstrucFonEngineeringManagement

DepartmentofCivilandBuildingEngineering


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Webelievethat.

workplacedesignhasanimpactonhealth healthybehaviourscanbeencouragedthroughdesignatwork organisaFonscanlearnfromolderandexperiencedworkersaboutgood

design,healthyworkingandthereforehealthyageing

Ourresearch.

aimstoempowerandsupportworkerinvolvementindesigndecisionprocessesespeciallywhenWorkingLate

ledtoourresource,OWL(OrganiserforWorkingLate)andthephilosophyofOrganisingforWorkingLate

WorkingLatethroughdesign

non-sFgmaFsing

preventaFve

individualchoiceandcontrol

flexible

Design

sustainableaccessibleandintuiFve

desirable

personalised

adaptable

encouragesgoodhabits

Peopledesigningandadap9ngtheirworld


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Peopledesigningandadap9ngtheirworld Challengingenvironments:clearingakiln

Thinktank:justthejobtohelptheolder

handsstayinwork

BMWsetupatestproduc9onlinestaffedbyworkersagedover47

workerscameupwith70load-easingchanges,fromawoodenfloorthatdampenedpounding,tocushionedshoes,9ltedscreenswithbiggerleering,toolswithalowergrippingforce,height-adjustableworkbenches,workrota9onmid-shiU

produc9vityimprovementinoneyear

SundayTimes,February14,2010

Ourresearch.

Phase

1

(Dec2009)Ques9onnairesurveyofworkers

Triangula9oninterviews

71ques9onnaires

21organisa9ons

26interviewswithworkers

2 In-depthdatacollec9on

Co-developingsolu9ons

4collabora9ngorganisa9ons

Morethan130hoursofobserva9ons,

Ahalfdayinthelifeof 32workers

10co-designingfocusgroups

3 Resourcedevelopment Co-developmentofOWLwithpersonal

stories,images,audio,andvideo

4 Evalua9onandrefinementofOWL SoU-launchofOWLinNovember2012

5

(Mar2013)

Dataanalysis,reportwri9ng,

dissemina9on

Completed

Dissemina9onongoing


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Ourworkers

Temporarysiteofficeworkers

Maintenanceworkinconfinedspaces

Joineryusinghandtools

Manualhandlingfrombackofavan

Importantfindings

Highlevelsofmusculoskeletalsymptomswerereportedinthelowerback(50%),shoulders(35%)andneck(34%)

orlowerbacksymptoms31%aXributedthesedirectlytotheirworktasks Olderworkersdohaveconcernsaboutbeingfitforworkandabletodo

theirjob

Ageingandwork

Statement

p-value;under50sv

50andover

PosiFve

agreement

IfeelmyagehasmademelessphysicallyacFveatworkthanI

usedtobe

Yes(0.002) 50

IfeelmoreFrednowduetomyjobthanIdidwhenIwasyounger Yes(0.008) 50

Ifindlearningnewskills,andtechnologiesmoredifficultnowthan

whenIwasyounger

Yes(0.000) 50

MyproducFvityandcapacitytodomyjobhasdeclinedasIhave

gotolder

Yes(0.005) 50

IfeelthatIamnotascapableasIwaswhenIwasyoungerat

learningorretraining

Yes(0.000) 50

Importantfindings

Workerscanprovideusefulinputintodesignwhenthinkingaboutreducingphysicalstressonthebody

Workersmainlyfocusedonelementsoftheirjobposingahighrisktohealth

OWLwassuccessfullyusedtoencourageworkerstothinkaboutallaspectsoftheirhealthinrelaFontobothpoordesignandgooddesignatwork


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So,whatisOWLandhowcanwe

OrganiseforWorkingLate?

Peopleofallagesshouldbeencouragedtotakesomeresponsibilityforlookinga_ertheirbody@work

ItisimportanttotakeFmetothinkaboutworkplacedesignandhealthyageing

equipment@workcards body@workcards


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weather@workcards Talkingpoints

Thinkingaboutyourjobandhealthyworking

Whatchanges(ifany)haveyounoFcedasyouaregengolder? WhatsinglepieceofadvicewouldyoupassontoanewpersonjuststarFng

thisjob?

Whatarethegoodfeaturesinthedesignofthetoolsandequipmentyouuse?WhatcouldbebeXer?

Importantfindings

Over200designideaswerecapturedbytheresearchteamusingtheresourcetoolsinOWLtoacFvelyengagewithworkers

overhalfweredeemedaslow/nocostideas.

Wehopethatsomeoftheirpersonaldesignstoriesinspireyou

Trybeforeyoubuy

Itisreallyimportanttogetsomethingthatworkswellforyou.

Whatworksforonepersonmightnotbeforanotherperson,we

arealldifferent.

Trybeforeyoubuy,haveagowithdifferentpiecesofkit.For

instancehammers,comeindifferentweights,havedifferent

heads,sha@lengthsandthehandlescanbemadeofdifferent

materials.Test-driveitforadaybeforeyoudecide

Alan,age46,Joiner


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Planandplanagain

ItsnotalwayseasytoputintopracBcewhatyouretaught,

likecorrectli@ingpostures,asweo@enworkinconfinedspaces.

Wealwayshavetoplanourworkandaskwhatstheeasiest

waytodoit?

Wehavetocommunicatewitheachotherwhatwearedoing,

so,beforewestartweworkoutwhatwearealldoingandhow

wearegoingtogoaboutdoingit.Keepconstantlyassessing

yourworkpracBceandthinkingaboutthejob

Pete,age4,Engineer

Shindig

Youcanhurtyourshinsbykickingintoboxesstoredunderyour

desk.Theboxesalsodisturbyourposture.

Weneedproperstoragespaceweneedsomewherewecan

filethingsproperlyandputstuffaway

Amy,age55,Quan9tySurveyor

Insideandout

Always,wearyourglovesandoverallstoavoidgeKngscrapes

andcuts,althoughavoidingknocksandbruisesisharder.

Handlingheavymetalplatescanbeaskinorfingertrapissue

whenpickingupandcarryingweldinganuttothepoleto

manoeuvretheseplatesinplacecanhelppreventthis

Chris,age63,MaintenanceEngineer

Thankyouforlistening

Wearealldesigners!Wehavegoodideastomake

ourjobsbeer..

www.workinglate-owl.org

DianeGyi

*d.e.gyi@@lboro.ac.uk

(+44(0)1509223043

ElaineYolandeGosling

*[email protected]

(+44(0)1509228816


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Loughborough Design School

Improving the journey to work

Colette NicolleMartin Maguire

Rachel Talbot

Becky Mallaband


How might commuting affect an

older persons ability to continue

working?

Can older workers adapt their travel

to accommodate changing needs

and job circumstances?

What role should/could employersplay?

Journey to Work Research Questions


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Questionnaire survey of workers 45-65 Focus group of stakeholders Telephone interviews with employees and employers Thematic Analysis describing a range of issues Prototyping of resource Design, development and evaluation of resource

Methods at a glanceImprovingthe

journeytowork

Prac8calsugges8onstohelpwithyourjourney


Issues and strategies to overcomeproblems that people experience with

their journey to work

CostoffuelWhatcanyoudotoimproveyourjourneytowork?

Drivingstyle:Adoptamorefuelefficientdrivingstyle.orexampleavoidharsh

braking/acceleraFon,changegearat2000rpm,driveatalowerspeedoruseyour

carscruisecontrol.

Carshare: Explorecarsharingschemesandaskanycolleagueswholiveinthe

sameareaiftheywouldliketocarshare.

Differentwaysoftravelling: InvesFgatethelocalpublictransportservicesand

otherwaysyoucouldgettowork.

Cyclepartofthejourney: Youcoulddrivethefirsthalfofthejourneyandcycle

therest.

Downsizeyourcar: Considerswappingyourcarforasmaller,moreefficient

model,ahybridorelectriccarorevenbuyingamotorbike!

Workfewerdays: Condenseyourcontractedhourssothatyouworkfewerdaysbutforlongerhours.

Workingfromhome couldalsohelp.VisitthefurtherinformaFonpagesformoredetails.

STAYOVERNEAR

WORK

Istayoveralotof

Bmes.IfImworking

latethenIstayover

inthehotelthencarry

onthenextmorning.

DOWNSIZEYOURCAR

IthoughtifIwantto

workwhereIwanttoworkthenIhavetocut

downthecostssoI

boughtasmallercar

withasmallerengineto

keepthecostsdown.

sefullinks:

Findthecheapestfuel:www.petrolprices.com

i

i

Index5

i


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Ways of avoiding busy public

transport routes

Instead of changing buses for the lastmile and a half, I walk. In the past,

buses have driven past

me because they are too full.

Also walking is quicker


What are the options

for someone who finds

cycling tiring?

I have considered getting a small

moped or something like that. When you

get older, you don't want to be cycling

40 miles a week, so I

might want to ease up on thata bit


Balancing home and work life

This might sound like Im a bit of a

technophobe, but I dont have a

computer at home. I like to have a huge

distinction between my

home life and my work life and Idont want the two to overlap


While a quarter of the sample reported travel issues (eg cost, stress,

health, fatigue, time), the likelihood of an employee reporting problems

with their journey to work does not necessarily increase with age

Where a younger person is having problems, they may be more likely tochange jobs

Where an older person is having problems, they may be more likely to

consider giving up work

Wide range of strategies to mitigate issues with the journey to work:

What the employee can do and what needs negotiation between the

employee and the employer

Can be helpful for people of all ages

Reflections from our research

Employers in the future will have tobe thinking pretty creatively once

the economy picks up andpeople are needed in the

workforce


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Prompting discussion amongst employees and their employers Exploring different ways of travelling to work when the journey

becomes difficult, costly, tiring or stressful

Awareness-raising, sharin g thoughts and comm ents Designed for ease of accessibility in the workplace,

e.g. by Human Resources

Downloadable from www.workinglate.org Staff room coffee table Online, on computer or tablet

Role of the Resource - Why and How?



Its good to talk


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The health challenges

of modern work

Dr. Myanna Duncan

Are you sitting comfortably? Our lifelong relationship with work

1,647 hours per year working Thats 32 hours per week- holiday time not included

Thats a lot of time!! The workplace is an idealplace for health promotion


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A nation of desk potatoes Sitting time

0

100

200

300

400

500

600

Workday Non workday

Timespentsittingineach

domain(minutes)

Other leisure

Computer at home

TV

At work

Transport

Sitting time & Body Mass Index

520

540

560

580

600

620

Normal Overweight Obese

Sittingtimeonaworkday

(minutes)

BMI Group

Likelihood of taking part in physicalactivity behaviours

Most likely to:- Walk to talk to a colleague rather than email- Climb the stairs Least likely to:- Park further away to walk- Get off the bus stop early to walk


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Engaging people with physical activity

Two thirds of our sample statedregularly engaging in physical activity

Only one third met the criteria- 30 minutes per day, 5x per week

Younger workers (50 or younger)less likely to meet activity guidelines

Environmental changes major impact on behaviour

http://youtu.be/2lXh2n0aPyw

Pedometer challenge!Your challenge, if you choose to

accept it

Head out during the next break See how many steps you can clock up on

your pedometer

Tweet us your pictures & step counts#WorkingLate2013 @WorkHealth

Map in your pack Prize for the most steps & best picture


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Working Late: Challenges andOpportunities

Professor James Goodwin PhD

Head of Research

Age UK

Proportion of workforce aged 50+

75%

25%

18-49

50+

68%

32%

18-49

50+

2000 2020

Source:Office ofNational Statisticstime seriesdata

Additional 50+workers in the labourmarket, 2015-25

0

200,000

400,000

600,000

800,000

1,000,000

1,200,000

1,400,000

1,600,000

1,800,000

2,000,000

2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025

Source:Age UK analysisofthe Labour Force Survey,Q2 2010

Average retirement ages

Source:Office forNational Statistics,analysisbased on the LabourForce Survey

60

61

62

63

64

65

1984 1987 1990 1993 1996 1999 2002 2005 2008 2011

Men Women64.5

62.7


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Key Points

More people, all working for longer Employers will needto be more age friendly There is room for improvement in the UK

UK-OECD comparison

Source: Resolution Foundation, based on OECD data (2012)

2. Gap in employment rate between

UK and OECD top 5, by age group1. Employment rate for 55-64 age group,

OECD comparison

Why do people work longer?

Our own analysis has shown the following reasons:

1) Money declining value of pensions, rising costs,lack of retirement provision

2) Policy changes rising State Pension age3) Changing attitudes normative, and the concept of

retirement becoming less clearly defined

4) Social benefits/make a contribution


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Five things employers could do

1) Flexible working2) Managing their workforce in an age-friendly way

(including training line managers)

3) Improve skills utilisation4) Mixed-age workforce5) Appropriate training provision

and avoid using stereotypes

For older workers, they are mainly negative:

Unwilling to learn new skills

Inflexible and resistant to change

Waiting to retire

Less healthy

Less capable

Some positive:

More loyal

More empathetic (i.e. better customer service)

More reliable

Theres more variation within an age cohort thanbetween cohorts

Flexible working

Age UK policy report:

A means to many ends: older workersexperiences of flexible working

http://www.ageuk.org.uk/professional-resources-home/policy/work-and-learning/

Based on research by the University of Kent and ourown Labour Force Survey analysis

Key findings of Age UK report

Flexible working means an mutual agreement to divergefrom the expected/ideal working pattern

Can include: flexi-time, home-working, term-time,compressed hours, on-call working etc.

Home working is particularly important

38% of 50+ workers worked flexibly in 2010, rising from30% in 2005

Particular barriers in accessing flexible working for carers and

the unemployed. Many employers generally resistant though.

Crucial issues for employers: Line managers attitudes to flexible work

Job design

Organisational culture


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Employer case study: Centrica

Centrica has a special scheme for employees with caring

responsibilities, offering matched time off for everyhalf-day of leave used for this purpose, the companyoffers an additional half-day, also for caring. Extra timeoff can also be granted as unpaid or dependants leave,and career breaks can be arranged.

This has helped retain skilled staff. For example, GeoffKitchener, Chair of the Centrica Carers Network, has beenable to work full-time while caring for his wife. He said:

Im able to work hours that suit my caringresponsibilities. As well as flexible working, the carersleave has been an enormous help.

Challenges: what do the findings of ourreport mean for employers?

Ensure line managers are equipped to understandflexible working and to avoid stereotyping

Need to focus on lower paid & non-managerialroles

Re-examine policies towards carers Re-examine recruitment policies Boost confidence of all 50+ workers to talk about

flexibility

Further challenges

Engendering attitudinal change eg in employersand the public mind

Translate the extending work rhetoric in to realand meaningful change

Opportunities: Forced retirement /direct age discrimination

Seldon ruling was mostly good for ol der workers:

Every job role has to be decided individually

Evidence that forced retirement is necessary tomeet a Government social policy objective (andproof that it is the best response)

It is stereotyping simply to suggest it is moredignified to retire than performance manage

Private business reasons are not acceptable asevidence, e.g. cost and workforce planning

Makes the legal test harder for employers to pass

Managing people effectively and age-neutrallyremoves need for legal challenges!


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Conclusion

Ageing workforce is a challenge but a greatopportunity

Avoiding stereotyping is key, and encouraging anatmosphere of trust helps

The issue of an ageing workforce has the potentialto cause problems to unresponsive organisations,

but if handled well could bring significant benefits

Dynamics of later lifeworking

Ricardo Twumasi


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Increase in State Pension Age Age Discrimination Legislation

High Profile Age Discrimination CasesChanges to Public and Private Sector

Pensions


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Removal of the Default Retirement Age Interviews

May 2011 to August 2012 109 Interviews

Stories

Personal stories Documentary

Lukes Story

http://youtu.be/V4ixR0OoZRk


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Jeffs Story

http://youtu.be/iRcOdFqhP5Y

Anns Story

http://youtu.be/dEb27IOfeRI

Employees over 50

Homeostasis of career Work life balance

Homeostasis of career

Older workers tend to stay with us for alonger period of time. Theyve got to a stage

often in their career where the content of

their role is just as important as actually

being promoted.

Employer, 48


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Im not intending to look for promotion but to

maintain the grade that Im on and just maybe a

sideways move really

Employee, 53

Homeostasis of career Employees over 50

Inclusive policies Level playing field

Expert Panels

From my point of view, inadvising people on age

discrimination theres a realnervousness, because

employers don't want to be

seen to be agediscriminatory. People are

terrified of having thoseconversations.

Employment Lawyer

Expert Panels


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Expert Panels

I think legislation is not

a good way of trying totransfer better practice,

its a minefield. The best

way is to make the case

that diversity of ageranges in work groups, is

far more effective.

Head of HR

Example

Expert Panels

Anybody who says overqualified,thats gotta be an excuse, that's

just nonsense.Head of HR

Expert Panels

Recruitment is about discrimination, Iwant you rather than you, its my

judgement, Im not going to say its

because youre older, or its racial, orits gender, but its is about

discrimination on your skills andcapabilities and your view on that and

its quite hard to get right

Senior Manager


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Kevins Story

http://youtu.be/q2NLBc-2ou8

Thank you

Questions: @workhealth

Chris Ball, Chief Executive

Comments on Working Late Video-

Clips of Older Workers and JobSeekers

12th March 2013

Lukes Story

http://youtu.be/V4ixR0OoZRk The young manager no experience of

managing someone 50+

50+ dont join the company becauseexpectation at that time you will be amanager

Not conscious of age being taken intoaccount have an idea of age range, abit discriminatory.


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Lukes story (continued)

Quite explicit that set out with an idea of ayoung age range but defines this as notageist.

Short lead times, got to have passion,drive, be willing to learn,

Not likely to attract elderly applicants Place adverts in places where older

applicants not likely to see them!


Spec goes to recruiter HR has nocontrol.

People dont get filtered out but recruiterknows what age we are looking for.

Lukes story (continued)Factors contributing to difficulties in getting work (TAEN 50+ Job Seekers

Survey 2013)

An aspect of health 19%

Outdated skills not matching those required 32%

Qualifications not matching those required 34%

Experience not matching that required 45%

Restrictions on type of work I can do 25%

Need to work part time or flexibly 18%

Seen as too experienced or over qualified 72%

Unsure about best way to apply for jobs 27%

National focus on youth unemployment 57%

Seen as too old by recruiters 83%

Location unable to travel 27%


Comments on barriers to finding work, TAEN 50+ Job Seekers Survey2013

It may be against the law but employers stilldiscriminate on grounds of age, although they

will always give some other reason of course. Iam frequently told I am over qualified and cant

even get manual work

(Female, 60-64, England, Regional PerformanceManager)


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Lukes story (continued)Comments on barriers to finding work, TAEN 50+ Job Seekers Survey2013

I have worked for over 38 years in the legalprofession.I feel that all the jobs I have appliedfor, and they have been varied, they can onlysee me doing the same work. No one isprepared to give me the opportunity to trysomething different and I have actually been toldby a youngster in an agency that I was too old!

(Female, 55-59, England, Legal Secretary)

Jeffs story

http://youtu.be/iRcOdFqhP5Y The story of job search, lack of empathy or

understanding by staff, target culture, no

interest in the individual

Cant help people like me, you canteducate them to help you.

Happy ending.

Jeffs story

Echoed by 50+ Job Seekers Survey 21% looking for more than 12 months,

27% - more than two years

No feedback, lucky to get a reply,everything is e-mail,

Heard that jobs can be obtained bynetworking not clear he used this much

Outcome unusual.

Rating of quality of assistance

Good/

Excellent

OK Not v good/

poor

Job centre plus 6% 23% 71%

Recruitment agency 5% 46% 50%

Professional body 9% 44% 47%

Vol agency 13% 42% 45%

Ex employer 6% 36% 58%

Internet 18% 60% 22%

Friends and personal contacts 22% 61% 17%

Source: TAEN 50+ Job Seekers Survey 2013


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Anns story

http://youtu.be/dEb27IOfeRI Doesnt intend to retire no plans to Removal of DRA good idea Motivation financial but enjoys job

and would do voluntary work if forced to

quit

Has friends who wont like working longer

Anns story (continued)Why work? Responses from TAENs 50+ Job Seekers Survey 2013

Financial need 89% 706Social interaction 54% 430

Sense of worth/feeling valued 71% 564

Other 9% 73

Total N/A 792

Anns story (continued)

I cannot afford to retire; we are on the point of bankruptcy and Iabsolutely neverenvisaged being in this situation (F 50-54, HRconsultant)

I have to eat and pay bills after that everything is a luxury (F50-54, Admin Assistant)

In order to keep my mind active as well as a feeling that I still havea contribution to make to society (M 60-64, Head of finance)

I enjoy working and feel that I bring a wide range of professionalskills and expertise (M 55-59 Managing Director/interim Executive)

Anns story (continued)Comments on removal of default retirement age, 50+ Job Seekers Survey 2013

I personally feel that removing the default retirementage has made things worse for people who are gettingclose to retirement, as employers are concerned thatthey will be stuck with ageing staff. I have a very strongCV but only received four interviews in eight months outof applying for jobs where I believed I had a strong fitand took great care to tailor my CV to the job.

Male, 60-64, England, Finance Lead New Business


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Valuing the older worker

Nick Page (63)

Former pilot, fit, wanted to

work after forcedretirement.

Applied, passed exams,

trained

Accepted into Las VegasPolice service

Loves the job

[email protected]

Web: www.taen.org.uk

TAEN 2012


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Aadil Kazi

Behaviour Change

Simplified behaviour change models Employee classification:

1) Not thinking about making a change

2) Ready to make a change

Intervention

1 year interventionAssessments at

baseline, 6, 12, 18

and 24 months

1,120 participants 18,949 miles covered

Private sector

Public sector

Method

Tailored - Information based onreadiness to change activity levels

Standard - Information availablevia health promotion organisations

Control - No information


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Intervention Themes

Pedometer and step count promotion Stair climbingActive commuting Walking Lunch

walkinglunch

www.walkingworkswonders.com


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Walking Activity

0

200

400

600

800

1000

1200

Standard Tailored Control

Walkingactivitylevels

Baseline 12m

Increase inwalking activity

reported for both

the standard and

tailored groups

Body Mass Index (BMI)

Biggest reductionin BMI for the

tailored

intervention group

by 12 months

24

25

26

27

Tailored Standard Control

BMI(kg/m)

Organisational Impact

Sick leave days(1.16 days per year)

0

1

2

3

4

Baseline 12m5.5

6.5

7.5

8.5

9.5

Baseline 12m

Work performanceReported increase (10%)

Cost Benefit Analysis

Cost of intervention per employee: 62 Overall cost saving per employee

(sickness absence, work performance and salary)

Return on investment: 26 - 32

=


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Walking Works Wonders

http://youtu.be/9ZKm9OsclNI

Working Late Showcase EventCatherine Kilfedder

Group Health Adviser

12 March 2013


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British Telecommunicationsplc

About BT - March 2012

UK

Western Europe

Asia Pac

Middle Eastand Africa

Russia / CEE

89,100 FTE BT employees

2011/12 revenues: 18.9 billion

North America

Latin America

3,20073,800

900

7,800

700

200

2,500

BT organisation

BT Retail *

BT WholesaleBT Global Services *

BT Operate *BT Innovate & DesignOpenreach

* Global operations


Creating a healthy and diverse environmentwhere excellence prospers

BT Strategy


Investing in workplace health can:

Help to improve employee engagement andmotivation

Improve employees emotional resilience and theirability to cope with stress

Improve employee productivity Help ensure the organisation is fitter for purpose Help the organisation to weather changing economic

conditions over the long-term



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strategies to enhance

productive and healthyenvironments for theolder workforce

Research Participants

Collaborators Working Late outputs

impact of legislation on older workersopportunities - guidance for employers

recommendations for journey planning walking works wonders intervention

OWLdesign resource


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Working Late

raise profile of ageing workforce contribute to improved working practices facilitate inclusive work design improve quality of working life of older people

www.workinglate.org

working late showcase event slides

Documents