Current Perspectives in Working with Adult and Older Workers Joel Reaser,¹ Diane Spokus,² Harvey...
1
Current Perspectives in Working with Adult and Older Workers Joel Reaser,¹ Diane Spokus,² Harvey Sterns,³ William J. Rothwell 2 , (2007). ¹National Older Worker Center, Arlington, VA; ²The Pennsylvania State University, University Park, PA; ³University of Akron, Akron, OH Employers around the industrialized world face challenges & needs posed by pending retirements of Baby Boomers (DeLong, 2004). Fewer younger people will be available to fill traditional entry-level positions (DeLong, 2004). Innovative updating of older worker knowledge and skills may result in decreased attrition and brain drain in the workplace. Data suggests Baby Boom generation will have option to stay in workforce long past the normative age of retirement (AARP, 2002). Earlier research by Eichar et al. (1990) examined the determinants of Job Satisfaction and Older Workers¹ related to job characteristics. Results: Intrinsic factors suggested that workers are influenced by jobs that offer meaningful challenges-- the quality of work matters Extrinsic factors such as pay and benefits mattered less Employers seek to fill occupational niche with workers who are not well-suited for the type of work being offered. Almost 20 years later, employer attitudes are beginning to change. To retain/recruit older workers, more consideration being given to the person-job fit and providing older workers with challenging, meaningful work. ¹Eichar, D.M., Norland, S., Brady, E.M., Fortinsky, R.H. (December, 1991). Journal of Organizational Behavior (1986-1998); 12(7); ABI/INFORM Global, pg. 609-620 Background 1.How do organizations recruit older workers? 2.What incentives are considered by your organization when deciding to hire or retain an older worker? 3.What are your experiences with your older workers? 4.What approaches does your organization use to maintain personal and professional ties with retirees and semi-retirees? Research Questions Addressed in this Study AMA membership list targeted 9,079 executives, 5,672 people from AMA with an HR or training function in their title. AMA distributed survey to its research partners, the Human Resource Institute (HRI) whose 1,700 membership base consisted of high-level human resources professionals and line managers. 208 respondents to the survey which yields confidence levels of +/- 6.7 percent of the response scale, or +/-.34. Strategies to retention of older workers were assessed using an online survey and delivered through www.SurveyMonkey.com Open-ended questions as well as likert-type response scales of 1 to 5, (1 Strongly Agree or Very important and 5 Strongly disagree or Not at All Important). A series of 21 questions were asked in response to questions about how organizations recruit older workers. Methods, contd. Results from this study will aid in formulating workplace policies related to managing, recruiting, and retention strategies. Future research with larger group to determine impact of training techniques that consider individual differences and are designed to accommodate diverse learning needs of older workers. Examine the potential for peer mentoring to provide support for older workers. Future research examining the impact of organizational barriers and constraints in recruiting, managing, training, and retaining older workers. Future Research Flex-Time Work Schedules are used by Organizations as Incentives to Hire and Retain Older Workers Design, Measure & Analysis This was a cross-sectional online survey done in the Fall of 2006 and sent in cooperation with the American Management Association (AMA). It was conducted to determine the latest strategies being used by companies to recruit and retain older workers. AMA is global, not-for profit, membership-based association that provides a full range of management development and educational services to individuals, companies and government agencies worldwide.¹ Target audience for this study was based in the US. ¹American Management Association. About AMA. Retrieved October 25, 2007, from http://www.amanet.org/aboutama/ Methods Q5: How does yourorganization recruit olderworkers? 4.0% 4.8% 6.3% 8.7% 9.5% 12.7% 13.5% 15.1% 19.8% 26.2% 38.1% 49.2% 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% Flyers in selected stores and offices Conduct information seminars tailored Use radio and TV ads J ob fairs for older workers Create corporate sponsored volunteer activities that engage both active and retired employees Ads on government supported job websites Newspaper ads in the health section or other sections with high older worker readership Promote opportunties for mentoring of younger employees Other Use words like 'mature', 'experienced', and 'reliable' in ads Newspaper want ads E mployee incentives for referrals Response Percent Total Respondents: 126 Skipped this question: 82 Employer Survey: Question 5 Q 4:W hatincentives are considered by yourorganization when deciding to hire orretain an olderworker? 16.8% 24.1% 28.5% 51.8% 57.7% 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% Other S easonal or periodic work schedules Optional benefits 401K catch-up contributions Flex-time work schedules Response Percent TotalRespondents:137 Skipped this question:71 Employer Survey: Question 4 Reaser, J., Spokus, D., Sterns, H., & Rothwell, W. (2006). A Survey of Employers. Unpublished survey results. Arlington, VA: National Older Worker Career Center (NOWCC). All rights reserved. Reaser, J., Spokus, D., Sterns, H., & Rothwell, W. (2006). A Survey of Employers. Unpublished survey results. Arlington, VA: National Older Worker Career Center (NOWCC). All rights reserved. Limitations involved in this study. The study participants were limited to a non-randomized convenience sample and, therefore, may not be generalizeable to the population. While the response rate was disappointing, it does provide sufficient information to raise questions about employment practices for older workers and provide an indication of what is happening in some organizations. Q2:To whatextentis each ofthe following true in yourexperience with yourolderworkers? 2.93 2.81 2.77 2.77 2.48 2.46 2.39 2.10 2.07 2.05 1.99 1.84 1.65 0.00 0.50 1.00 1.50 2.00 2.50 3.00 3.50 Are flexible and open to change Have up-to-date workplace skills Take no more time than others to learn new tasks A re interested in learning new technology Have fewer accidents A re interested in learning new tasks Are willing to take on challenging tasks Perform as well as others after being trained on a new task A re good team players A re less likely to be absent A re interested in maintaining healthful, productive lifestyles A re thorough and reliable in their work A re more likely to stay with the organization M ean TotalRespondents:174 Skipped this question:34 Employer Survey: Question 2 Reaser, J., Spokus, D., Sterns, H., & Rothwell, W. (2006). A Survey of Employers. Unpublished survey results. Arlington, VA: National Older Worker Career Center (NOWCC). All rights reserved. Q 14:W hatapproaches does yourorganization use to m aintain personal and professional ties w ith retirees and sem i-retirees? 1.1% 2.1% 5.3% 8.5% 9.6% 10.6% 30.9% 31.9% 0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% 35.0% S ponsor seminars for retirees Pay retirees to provide technical assistance to teams that can benefits from the retirees experience and expertise S ponsor civic engagement/volunteer projects in which active and retired employees can participate Provide support services to retirees Maintain a retirees' skills/experience database so existing managers/staff can tap into their experience Publish a newsletter that goes to retirees Other Invite retirees to holiday events and get-togethers R esponse Percent Total Respondents: 94 Skipped this question: 114 Employer Survey: Question14 Reaser, J., Spokus, D., Sterns, H., & Rothwell, W. (2006). A Survey of Employers. Unpublished survey results. Arlington, VA: National Older Worker Career Center NOWCC). All rights reserved. Responses indicate: 49% used employee incentives for referrals to recruit older workers (Q 5). 57.7% use flex-time work schedules as incentives to hire and retain older workers (Q 4). 58.6% of older workers are flexible and open to change (Q 2). 31.9% invite retirees and semi- retirees to holiday events and get- togethers to maintain personal and professional ties (Q 14). Participants Characteristics: HR Management – 50% Line Management – 31.5% Executives – 18.5% Results Limitations American Association of Retired People. (2002). Staying ahead of the curve. The Work and Career Study. American Management Association. About AMA. Retrieved October 25, 2007, from http:// www.amanet.org/aboutama / DeLong, D. (2004). Lost knowledge. New York: Oxford University Press. Eichar, D.M., Norland, S., Brady, E.M., Fortinsky, R.H. (December, 1991). The job satisfaction of older workers. Journal of Organizational Behavior (1986-1998); 12(7); ABI/INFORM Global, pg. 609-620. Reaser, J., Spokus, D., Sterns, H., & Rothwell, W. (2006). A Survey of Employers. Unpublished survey results. Arlington, VA: National Older Worker Career Center (NOWCC). References
-
Upload
evelyn-oconnor -
Category
Documents
-
view
214 -
download
1
Transcript of Current Perspectives in Working with Adult and Older Workers Joel Reaser,¹ Diane Spokus,² Harvey...
Current Perspectivesin Working with Adult and Older Workers
Joel Reaser,¹ Diane Spokus,² Harvey Sterns,³ William J. Rothwell2, (2007). ¹National Older Worker Center, Arlington, VA; ²The Pennsylvania State University, University Park, PA; ³University of Akron, Akron, OH
Employers around the industrialized world face challenges & needs posed by pending retirements of Baby Boomers (DeLong, 2004).Fewer younger people will be available to fill traditional entry-level positions (DeLong, 2004).Innovative updating of older worker knowledge and skills may result in decreased attrition and brain drain in the workplace.Data suggests Baby Boom generation will have option to stay in workforce long past the normative age of retirement (AARP, 2002).Earlier research by Eichar et al. (1990) examined the determinants of Job Satisfaction and Older Workers¹ related to job characteristics.
Results:
Intrinsic factors suggested that workers are influenced by jobs that offer meaningful challenges--the quality of work matters
Extrinsic factors such as pay and benefits mattered less
Employers seek to fill occupational niche with workers who are not well-suited for the type of work being offered.
Almost 20 years later, employer attitudes are beginning to change. To retain/recruit older workers, more consideration being given to the person-job fit and providing older workers with challenging, meaningful work.
¹Eichar, D.M., Norland, S., Brady, E.M., Fortinsky, R.H. (December, 1991). Journal of Organizational Behavior (1986-1998); 12(7); ABI/INFORM Global, pg. 609-620
Background
1. How do organizations recruit older workers?2. What incentives are considered by your organization when deciding
to hire or retain an older worker?3. What are your experiences with your older workers?4. What approaches does your organization use to maintain personal
and professional ties with retirees and semi-retirees?
Research Questions Addressed in this Study
AMA membership list targeted 9,079 executives, 5,672 people from AMA with an HR or training function in their title.
AMA distributed survey to its research partners, the Human Resource Institute (HRI) whose 1,700 membership base consisted of high-level human resources professionals and line managers.
208 respondents to the survey which yields confidence levels of +/- 6.7 percent of the response scale, or +/-.34.
Strategies to retention of older workers were assessed using an online survey and delivered through www.SurveyMonkey.com
Open-ended questions as well as likert-type response scales of 1 to 5, (1 Strongly Agree or Very important and 5 Strongly disagree or Not at All Important). A series of 21 questions were asked in response to questions about how organizations recruit older workers.
Methods, contd.
Results from this study will aid in formulating workplace policies related to managing, recruiting, and retention strategies. Future research with larger group to determine impact of training techniques that consider individual differences and are designed to accommodate diverse learning needs of older workers. Examine the potential for peer mentoring to provide support for older workers.Future research examining the impact of organizational barriers and constraints in recruiting, managing, training, and retaining older workers.
Future Research
Flex-Time Work Schedules are used by Organizations as Incentives to Hire and Retain Older Workers
Design, Measure & AnalysisThis was a cross-sectional online survey done in the Fall of 2006 and sent in cooperation with the American Management Association (AMA).It was conducted to determine the latest strategies being used by companies to recruit and retain older workers.AMA is global, not-for profit, membership-based association that provides a full range of management development and educational services to individuals, companies and government agencies worldwide.¹Target audience for this study was based in the US.
¹American Management Association. About AMA. Retrieved
October 25, 2007, from http://www.amanet.org/aboutama/
Methods
Q5: How does your organization recruit older workers?
4.0%
4.8%
6.3%
8.7%
9.5%
12.7%
13.5%
15.1%
19.8%
26.2%
38.1%
49.2%
0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0%
Flyers in selected stores and offices
Conduct information seminars tailored
Use radio and TV ads
Job fairs for older workers
Create corporate sponsored volunteer activities that engage both active and retired employees
Ads on government supported job websites
Newspaper ads in the health section or other sections with high older worker readership
Promote opportunties for mentoring of younger employees
Other
Use words like 'mature', 'experienced', and 'reliable' in ads
Newspaper want ads
Employee incentives for referrals
Response PercentTotal Respondents: 126Skipped this question: 82
Employer Survey: Question 5
Q4: What incentives are considered by your organization when deciding to hire or retain an older worker?
16.8%
24.1%
28.5%
51.8%
57.7%
0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0%
Other
Seasonal or periodic work schedules
Optional benefits
401K catch-up contributions
Flex-time work schedules
Response PercentTotal Respondents: 137Skipped this question: 71
Employer Survey: Question 4
Reaser, J., Spokus, D., Sterns, H., & Rothwell, W. (2006). A Survey of Employers. Unpublished survey results. Arlington, VA: National Older Worker Career Center (NOWCC). All rights reserved.
Reaser, J., Spokus, D., Sterns, H., & Rothwell, W. (2006). A Survey of Employers. Unpublished survey results. Arlington, VA: National Older Worker Career Center (NOWCC). All rights reserved.
Limitations involved in this study.The study participants were limited to a non-randomized convenience sample and, therefore, may not be generalizeable to the population.While the response rate was disappointing, it does provide sufficient information to raise questions about employment practices for older workers and provide an indication of what is happening in some organizations.
Q2: To what extent is each of the following true in your experience with your older workers?
2.93
2.81
2.77
2.77
2.48
2.46
2.39
2.10
2.07
2.05
1.99
1.84
1.65
0.00 0.50 1.00 1.50 2.00 2.50 3.00 3.50
Are flexible and open to change
Have up-to-date workplace skills
Take no more time than others to learn new tasks
Are interested in learning new technology
Have fewer accidents
Are interested in learning new tasks
Are willing to take on challenging tasks
Perform as well as others after being trained on a new task
Are good team players
Are less likely to be absent
Are interested in maintaining healthful, productive lifestyles
Are thorough and reliable in their work
Are more likely to stay with the organization
MeanTotal Respondents: 174Skipped this question: 34
Employer Survey: Question 2
Reaser, J., Spokus, D., Sterns, H., & Rothwell, W. (2006). A Survey of Employers. Unpublished survey results. Arlington, VA: National Older Worker Career Center (NOWCC). All rights reserved.
Q14: What approaches does your organization use to maintain personal and professional ties with retirees and semi-retirees?
1.1%
2.1%
5.3%
8.5%
9.6%
10.6%
30.9%
31.9%
0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% 35.0%
Sponsor seminars for retirees
Pay retirees to provide technical assistance to teams that canbenefits from the retirees experience and expertise
Sponsor civic engagement/volunteer projects in which active andretired employees can participate
Provide support services to retirees
Maintain a retirees' skills/experience database so existingmanagers/staff can tap into their experience
Publish a newsletter that goes to retirees
Other
Invite retirees to holiday events and get-togethers
Response PercentTotal Respondents: 94Skipped this question: 114
Employer Survey: Question14
Reaser, J., Spokus, D., Sterns, H., & Rothwell, W. (2006). A Survey of Employers. Unpublished survey results. Arlington, VA: National Older Worker Career Center NOWCC). All rights reserved.
Responses indicate: 49% used employee incentives for referrals to
recruit older workers (Q 5). 57.7% use flex-time work schedules as incentives
to hire and retain older workers (Q 4). 58.6% of older workers are flexible and open to
change (Q 2). 31.9% invite retirees and semi-retirees to holiday
events and get-togethers to maintain personal and professional ties (Q 14).
Participants Characteristics: HR Management – 50% Line Management – 31.5% Executives – 18.5%
Results
Limitations
American Association of Retired People. (2002). Staying ahead of the curve. The Work and Career Study.American Management Association. About AMA. Retrieved October 25, 2007, from http://www.amanet.org/aboutama/DeLong, D. (2004). Lost knowledge. New York: Oxford University Press. Eichar, D.M., Norland, S., Brady, E.M., Fortinsky, R.H. (December, 1991). The job satisfaction of older workers. Journal of Organizational Behavior (1986-1998); 12(7); ABI/INFORM Global, pg. 609-620.Reaser, J., Spokus, D., Sterns, H., & Rothwell, W. (2006). A Survey of Employers. Unpublished survey results. Arlington, VA: National Older Worker Career Center (NOWCC).
References
