Older Workers: Employment Expectations CAUCE Conference 2012 Atlanta Sloane-Seale & Bill Kops...
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Older Workers: Employment Expectations CAUCE Conference 2012 Atlanta Sloane-Seale & Bill Kops University of Manitoba
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Transcript of Older Workers: Employment Expectations CAUCE Conference 2012 Atlanta Sloane-Seale & Bill Kops...
Older Workers: Employment Expectations
CAUCE Conference 2012Atlanta Sloane-Seale & Bill Kops
University of Manitoba
Agenda
Welcome & IntroductionsBackgroundThe Study Findings Discussion & Implications
Background National/international trends - aging
workforce, low participation rate of OA Continuous learning for OA; changes
in recruitment practices and job re-design
In Canada, between 2005-2036, OA population double (13.2% to 24.5%)
Background
Subjective lifespan approach to aging based on individual capabilities & organization needs
Not chronological, legal or socially determined - based on values & attitudes to OW
Background OWs employment decisions mediated by:
organizational policies in response to demographics & organizational factors,
social norms, health status, finances, conditions at work, work-life balance, and family responsibilities
Background Employers’ policy decisions are
influenced by: experienced skilled workforce, labor
market demands, and retirement policies & benefits
future outcomes depend on dynamics of employers/employees decisions,
systemic issues OWs ability to participate in E&T
The Study Follow-up study based on initial focus
group interviews Survey methodology (on-line) - HR
representatives in Manitoba companies/organizations
XXX electronically distributed survey resulting in 84 useable surveys – yielding a response rate: 37.2%
No Response: range 18-25 on key items; average 22 or 26%
Findings: Demographics
Managers (41%)Directors (7%)Executives (5%)Administrative (23%)Coordinators (16%)
Respondents by Position
41
75
23
16
ManagerDirectorExecutiveAdminCoord
Demographics
Government (30%) Manufacturing & Construction (16%) Retail (8%); Health (8%) Finance (5%) Education (4%) Other (23%)
Respondents by Sector
30
1686
5
4
23
Gov'tManuf/ConRetailHealthFinanceEducationOther
Respondents by Organization Size
60
7
5
3
24
Less 250251-499500-10001001-1500Over 1500
Respondents - Unionized
48
136
33
Non-unionLess 50%50-75%Over 75%
Demographics
Gender Female (74%) (39) Male (26%) (14) N/R (36.9%) (31)
Demographics Age 20-29 (8%) (4) 30-39 (29%) (15) 40-49 (33%) (17) 50-59 (31%) (16) N/R (38%) (32)
Demographics
High School (4%) 2 Technical or Trade (5%) 3 College (13%) 7 University (76%) 42
Demographics Income Under 35,000 (2%) 1 35,999 to 49,999 (10%) 5 50,000 to 75,000 (14%) 7 75,999 to 100,000 (22%) 11 100,000+ (47%) 23
Is retirement of Older Workers a Concern? Why?
Yes (38%) 25 No (62%) 41
Retirement of OW a Concern
38
62
YesNo
Concerns Loss of experienced leaders (76%) 19 Loss of corporate knowledge & technical
know how (72%) 18 Difficulty in succession planning (56%) 14 Difficulty filling future work (48%) 12 Loss continuity with clients (32%) 8 Shortage of leadership talent (28%) 7 Reduced ability to relate to aging client
base (20%) 5
Concerns
Lead
ers
Knowled
ge
Plannin
g
Hiring
Contin
uity
Lead
Tale
nt
Old
Client
0
10
20
30
40
50
60
70
80 7672
5648
3228
20
Is Retention Important?
Yes: 57% (36)No: 43% (27)
Important to Retain OW
57
43
YesNo
Strategies used to Retain
Flexible work (71%)Mentor/coach (59%) Education & training (44%)Leaves of absence (41%)Phased in options (38%)Job sharing/redesign (38%)Special work assignment (38%)
Retention
Flexibl
e
Men
tor
Traini
ng
Leav
es
Phase
-in
Job
Share
Specia
l0
10
20
30
40
50
60
70
8071
59
44 41 38 38 38
Strategies to Transfer Knowledge
Yes: 60% No: 40%
Strategies Transfer Knowledge
60
40
Yes No
Strategies to Transfer Knowledge
Hire replacements prior (81%)Arrange mentoring (76%)Document (65%)Job Shadowing (46%)Maintain on retainer (41%)Phased in retirement (27%)
Transfer Knowledge
Hire Mentor Document Shadow Retainer Phased Retirement
0
10
20
30
40
50
60
70
80
9081
76
65
4641
27
Strategies to Attract & Recruit
Yes: 18%No: 82%
Strategies to Attract & Retain OW
18
82
YesNo
Strategies to Attract & Retain
Rehire (82%) Request referrals (64%)Campaigns all generations (55%)Special events (27%)Recruit (18%)Job search agencies (18%)
Attract & Retain
Rehire Referrals All Ages Special Recruit Agencies0
10
20
30
40
50
60
70
80
9082
64
55
27
18 18
Is it Important to Engage?
Yes: 77%No: 23%
Important to Engage OW
77
23
YesNo
Why is it Important to Engage?
More productive (74%)Satisfied Workers (74%)Highly motivated (65%)Lower absenteeism (52%)Employer of choice (48%)Higher profitability (30%)
Important to Engage
Productive Satisfied Motivated Low Absent
Choice High Profit0
10
20
30
40
50
60
70
80 74 74
65
5248
30
Strategies to Engage
Yes: 36%; No: 64%
Strategies to Engage OW
36
64
YesNo
Strategies used to Engage
Equal opportunity/fair treatment (80%) Offer meaningful work (75%) Offer career development (70%) Offer flexibility (65%) Focus on work-life balance (50%) Adapt/modify work (45%) Training (45%)
Strategies to Engage
Equal
Opp
Mea
ningf
ul
Caree
r Dev
Flexibi
lity
Wor
k-Lif
e
Mod
ify W
ork
Traini
ng0
10
20
30
40
50
60
70
80
9080
7570
65
5045 45
Assess Engagement
Yes: 33% No: 67% How:
formally: 32% informally: 68%
Assess Engagement
Assess Engage
How Assess0
10
20
30
40
50
60
70
33
67
32
68
YesNoFormalInfromal
Barriers to Engagement
Myths (58%) Attitudes (57%) Organizational culture & norms
(49%) No access to advancement &
development (42%) Age, race & gender (36%) Lack opportunity in Education &
training (26%)
Barriers to Engagement
Myt
hs
Attitu
des
Org
Cult
ure
No Acc
ess
Age/R
ace/
Gen
Lack
Opp
0
10
20
30
40
50
60
70
58 57
4942
36
26
What Encourages Engagement?
Valued for work ethic (81%)People-oriented company (67%)Financial reasons (63%)Social interactions (60%)Flexible employment (60%)Age friendly company (54%)
Encouraging OW Engagement
Wor
k Eth
ic
People
Financ
ial
Social
Inte
racti
on
Flex E
mplo
y
Age F
riend
ly0
102030405060708090 81
67 63 60 6054
Discussion & Implications
How prepared are employers to recruit, retain, and engage OWs?
How prepared are OWs to remain and productively engage in the workforce?
How important is OW participation in lifelong learning to individual and organizational success?
Further Discussion & Comments
Atlanta Sloane-Seale
204-474-8036; tf 1-888-216-7011 ext. 8036
Bill Kops
204-474-6198; tf 1-888-216-7011 ext. 6198
