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Age and generations at work

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Age and generations at work

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Outlines the challenges and opportunities for employers with an age diverse workforce. Explores a strategic approach and shares tools and tips that support employers to build engaged and sustainable workforces.

Outlines the challenges and opportunities for employers with an age diverse workforce. Explores a strategic approach and shares tools and tips that support employers to build engaged and sustainable workforces.

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Age and generations at work

  1. 1. The Generation Challenge a new economic reality
  2. 2. today • The demographic time bomb • The business case • The generations • Action Planning • Practical tools
  3. 3. demographics
  4. 4. demographics
  5. 5. business case • By 2022 there will be 700,000 fewer people aged 16-49 • The number of ‘old’ people will rise • By 2020 over 50s will comprise almost 1/3 of the working age population • By 2022 there will be 3.7 million more people aged 50 • The need to retain older workers, before they involuntarily leave the workforce, is consistent across the spectrum • Releasing the potential of older workers benefits business and individuals • For each extra year in work, an average earner could have around £25000 extra income and increase their pension pot by around £4500 (4%)
  6. 6. conflicting messages
  7. 7. who are they?
  8. 8. characteristics
  9. 9. segment to simplify Mid career Older PeopleYoung people
  10. 10. what does it mean for HR? Attraction strategies • Corporate Social Responsibility • Brand positioning • Career development • Pay and Benefits Retention strategies • Job alignment • Communication styles • Wellbeing and life balance • Leadership style • Reward and recognition Young people
  11. 11. what does it mean for HR? Attraction strategies • Age neutral language and images • Adverts where older workers will see them • Promote yourself as an age positive employer • Values, behaviours and competency based recruitment • Offer flexible working and part time positions Retention strategies • Hiring retirees as consultants or temporary workers • Flexible work arrangements • Encouraging employees to work past traditional retirement age • Providing training to upgrade skills • Phased retirement • Opportunities to transfer to jobs with reduced pay and responsibilities • Establishing alternative career tracks Older People
  12. 12. what does it mean for HR? ‘Returnships’ Provide work experience for people returning to the workforce, usually from maternity leave – but it could also apply to those who have been unemployed for a long time or not working due to an illness or disability Mid life career reviews An opportunity for people who are in their late 40s/ early 50s to take stock, review their options and plan for the future. It aims to help people to manage their careers, find further relevant information, develop an action plan and address the life issues they face. Mid career
  13. 13. NIACE mid career review
  14. 14. top ten tips for 5 generations 1. Profile your workforce 2. Seek views on different motivations 3. Check out your communications and styles 4. Does your employer brand attract all generations? 5. Is career development open to all? 6. Consider radical changes to flexibility 7. Re-engage baby boomers 8. Maximise coaching and mentoring 9. Look again at Corporate Responsibility 10. Who is most engaged? Find out why
  15. 15. age profiling an age profile is an assessment of the demographic distribution according to age in a working environment. It is often expressed through age brackets and contrasted against multiple aspects of work, ie flexible working patterns adopted, or protected characteristics, eg gender.
  16. 16. why? • Understand more about your employees’ attitudes to age in the workplace • Understand the needs of staff and better position your responses • Discover previously concealed patterns, and insights that employees may not otherwise share • Demographic information can help you to identify if you are successfully recruiting and retaining older workers • Age profiling teams, departments or whole organisations can assist employers to plan ahead, where there are groups of staff who may retire at similar times
  17. 17. Develop an age profile Discover patterns and relationships Consider future requirements and demographic changes Plan and Act action planning
  18. 18. case study • Invested in 2017 workforce in 2010 • 70 small changes • €20k investment • 7% increase in productivity in line with younger workers
  19. 19. case study • Profits were 18% higher. • Staff turnover was six times lower. • There was 39% less absenteeism and 58% less shrinkage. • There was an improved perception of customer service and an overall increase in the skill base.
  20. 20. think about your organisational structure
  21. 21. traditional structure
  22. 22. future structure – connected workplace communities?
  23. 23. useful website
  24. 24. useful website
  25. 25. Useful publications
  26. 26. useful tool – on line self assessment https://www.investorsinpeople.com/iiyp
  27. 27. employer support
  28. 28. meeting the needs of a diverse public
  29. 29. “Every generation imagines itself to be more intelligent than the one that went before it, and wiser than the one that comes after it” George Orwell

Notas del editor

  • Develop an age profile for your workforce
    Discover patterns and relationships through analysis
    find differences between age groups, i.e. are older staff less likely to attend training programmes, or have specific patterns of sickness, absence or retention?
    Consider future projections of staff, resource requirements and demographic changes.
    Where will your staffing needs exist in the future?
    Plan and act upon these results

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