Age and the Workplace: A New Perspective Age & Disabilities Odyssey June 21, 1011 LaRhae Knatterud, Director, Aging 2030 Mary Olsen Baker, Project Consultant.

Slides:



Advertisements
Similar presentations
2012 EXAMINER TRAINING Examples of NERD Comment Formatting
Advertisements

Human Resource Management: Gaining a Competitive Advantage
Strategic Human Resource Management
Strategic Human Resource Management Chapter-1
State of New Hampshire Department of Administrative Services Division of Personnel Workforce Development Strategic Plan.
Outline Profile of the DND procurement community Demands and pressures
Business case for workforce diversity. Diversity - a business imperative External drivers Internal drivers Areas of change l Diverse clientele l EU directives.
1 Financing Long-Term Care for Minnesotans Presentation at VAN Forum March 24, 2010 LaRhae Knatterud Minnesota Department of Human Services.
Assessing the impact of an aging workforce across global organizations.
1. RISING TO THE CHALLENGE: Recruitment and Retention in State Procurement Offices, a NASPO Research Paper Moderator: James Staton (District of Columbia)
Presentation to the Association of Government Accounts adapted with permission from Genevieve Roberts, Managing Principal February 12, 2008.
1 Profile of Canadian Environmental Employment LABOUR MARKET STUDY 2010.
C HALLENGES OF AN AGING SOCIETY B ALTIC D YNAMICS 2015: XX A NNUAL I NTERNATIONAL C ONFERENCE M AY, 2015 K AUNAS Prepared by Čiutienė Rūta, Railaitė.
Older workers - Working Forever? CEET National Conference October 2005 Fran Ferrier CEET.
The Business of Empowering Women November 18, 2009 Presentation at the World Bank’s GAP Event Working Women: Better Outcomes for Growth CONFIDENTIAL AND.
1 Changing attitudes and perceptions about older workers AGE - the European Older People’s Platform Changing attitudes and perceptions about older workers.
Company LOGO Leading, Connecting, Transforming UNC… …Through Its People Human Capital Management.
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Division of Workforce Development and Adult Learning STATE INDUSTRY SECTOR INVESTMENT INITIATIVES June 19, 2015 Employment Advancement Right Now (EARN)
The Aging U.S. Workforce: Trends and Challenges June 1, IAJVS Annual Conference, Boston MA Trends and Challenges June 1, IAJVS Annual.
Human Resource Management Gaining a Competitive Advantage
Photo : © Tourism Toronto, 2003 PREPARING YOUTH FOR THE 21 ST CENTURY WORKPLACE Rhonda R. Shirreff Lawyer, Heenan Blaikie LLP Toronto, Ontario CANADA
Allen Hepner Senior Planning & Performance Manager September 22, 2011
1-1 Managing Human Resources in Organizations. 1-2 Human Resource Management – HR/HRM ●Activities directed at attracting, developing, and maintaining.
Improving outcomes – making sure more people with learning disabilities get and keep jobs Kathy Melling Julie Lynes - Grainger.
We help to improve social care standards March 2013 Training for Today’s market Marie Lovell, Project Manager.
The Business Case for Workers Age 50+ Deborah Russell, Director, Workforce Issues AARP.
HayGroup HR EXPO WORKSHOPS Retaining Talent in Difficult Times: Why Productive Workers Leave… and how to keep them Why Productive Workers Leave… and how.
Developing and Assisting Members. Career Stages  Establishment Stage (ages 21-26)  Advancement Stage (ages 26-40)  Maintenance Stage (ages 40-60) 
Project 2030 Update The Aging of Minnesota’s Population Implications for Action October 2002.
A presentation for the Women’s Institute for a Secure Retirement February 28, 2008 Barbara D. Bovbjerg Director Education, Workforce, and Income Security.
Keeping Seniors Connected to the Labor Market: Trends and Benefits National Governor’s Association November 17, 2006 Trends and Benefits National Governor’s.
Governor’s Workforce Investment Board The Aging of Maryland: Challenges and Opportunities Gloria Lawlah Secretary Maryland Department of Aging June 13,
The Multi-Generational Workforce: Lessons Learned from Sloan Center Research Jacquelyn James, Ph.D. Boston College Center on Aging & Work September 20,
Supporting Today’s New Teachers MSDE Induction Coordinators Meeting February 25, 2014 Office of Talent Development.
1 Session 1: Identifying Retirement Risk and Assessing Future Needs.
Workforce Development Framework for NS Public Health To meet the needs for population health, there are some key HR issues that need to be addressed through.
AHA Commission on Workforce for Hospitals and Health Systems The Workforce Strategy Map.
Managing Change in the Workplace. Workplace Supply & Demand Trends By 2010, 52% of the U.S. work force will be between the ages of 55 and 64 From 2010.
Present: The State of the Workforce Changes, Challenges, & Opportunities in the 495/MetroWest Region.
Ahead of the Curve Social and Economic Impacts of Changing Demographics.
Managing Employee Diversity October 22, Diversity It describes a wide spectrum differences between people. Groups of individuals share characteristics.
Older Workers: Employment Expectations CAUCE Conference 2012 Atlanta Sloane-Seale & Bill Kops University of Manitoba.
WORKFORCE OPPORTUNITY LEADERSHIP WORKERS WITH DISABILITIES: Ready for Tomorrow’s Jobs Today Jane Anderson, Project Director Midwest Institute for Telecommuting.
1 Age Management: Why Companies Should be Concerned Vera M. Budway-Strobach Program Manager, Diversity & Inclusion Česká spořitelna.
OLDER AMERICANS: Working Longer, Working Differently.
SHRM Poll: Programs and Practices to Confront the Workplace Effects of the Downturn in the Economy February 17, 2009.
Transform 2010 P reparing Minnesota for the Age Wave Overlooked & Underserved: The Crisis Facing America’s Older Workers Mary Olsen Baker Transform 2010,
Are You Ready for Plus 50 Learners? League for Innovation in the Community College Innovations 2009 Conference March 15-18, 2009 Reno-Tahoe, Nevada.
© 2008 by Prentice Hall9-1 Human Resource Management Chapter 9 DIRECT FINANCIAL COMPENSATION.
How employers can help older workers continue to work Alan Beazley.
Workforce strategies to enhance State Oral Health Program capacity Samantha Jordan
Talent Management into the Future Bill Ryan HR Director 22 July 2015.
YOUTHBUILD USA SEPTEMBER 17, 2010 Sectoral Employment Programs 1.
1.  Internet and information technology continue to revolutionize or change business practices and process.  The Changing Workforce  The workforce.
The Federal Telework Program U.S. Office of Personnel Management.
RECRUITING, RETAINING AND SUPPORTING MAINE’S AGING WORKFORCE Lori Parham, State Director AARP Maine April 2016.
BUS 226 ASSIST Peer Educator/ bus226assist.com FOR MORE CLASSES VISIT
Balanced Workplace Health PDF A healthy workplace is a great investment Simcoe Muskoka District Health Unit “Working for a Healthier Tomorrow”
BUS 226 Entire Course For more course tutorials visit BUS 226 Week 1 DQ 1 Human Resource Transformations BUS 226 Week 1 DQ 2 Equal.
Did you find the instructor contact information and office hours? Have you reviewed the upcoming assignments and due dates? Any questions on the grading.
DISCUSSION FOR DIVERSITY AND TALENT MANAGEMENT AT THE WORKPLACE.
Initial outline of Pilot call SRA Priority “A new Labour Market” Wenke Apt Palermo 23 May 2014.
1 Oregon Department of Human Services Senior and People with Disabilities State Unit on Aging-ADRC In partnership with  Portland State University School.
Introduction to Employee Training and Development Chapter 1
UI in the OneStop Under WIOA
Minnesota is Aging Fast
NHN member organizations
Introduction to Employee Training and Development Chapter 1
The Multi-Generational Labor Force
Presentation transcript:

Age and the Workplace: A New Perspective Age & Disabilities Odyssey June 21, 1011 LaRhae Knatterud, Director, Aging 2030 Mary Olsen Baker, Project Consultant Minnesota Department of Human Services Website:

What is Aging 2030? An initiative of the Minnesota Department of Human Services in partnership with the Minnesota Board on Aging and the Minnesota Department of Health and 13 other state agencies. The purpose of Aging 2030 is to interpret the impact of aging demographic shifts underway in Minnesota, and prepare Minnesota for both the opportunities and challenges presented by the rapid aging of our population over the next 20 years. For more information on the material in this PPT or to contact one of the presenters, Aging 2030 at or call the Minnesota Board on Aging at (651)

Presentation Outline What are your assumptions about aging workers? Demographic facts and figures Strategies for cities that respond to an aging workforce Strategies for you as an aging worker

What are our assumptions? If we look at someone, what assumptions do we make about: Their age Their career goals The role that work plays in their lives If they are caregiving children or parents Other things about their status

Population is aging

Our Aging Workforce

Slowdown in labor force

Percent of Minnesota's Workforce by Sector and Age – 2008

Replacing the Boomers Minnesota will struggle to replace retiring workers with new workers. Boomers are biggest age cohort ever born Upcoming generations are smaller and less educated Average education of workers is declining

Less educated for first time in history

Strategy 1: Retain aging workers Flexible work arrangements Customize compensation and benefits including training Manage across generations Rethink safety and ergonomics – make accommodations Wellness programs that support all workers including caregivers

Need and want to work Aging workers have many reasons to remain employed. Building up retirement savings Coping better with rising health care costs Staying healthier in later years Maintain meaningful connections and sense of purpose Give back through civic engagement – nonpaid work

The Flexibility Challenge Flexible work arrangements are the most requested option among workers of all ages and abilities Reduces turnover Increases job satisfaction Drives performance and productivity Effective implementation can be challenging May be good strategy when resources are shrinking

Customized Compensation and Benefits Workers at different places in their work and family life may want different sets of compensation and benefits Surveys indicate aging workers are sometimes more interested in health and retirement benefits than wages Aging workers of all ages are interested in skills development to do their job (or new assignment) better

Managing Across Generations More generations are working in the workplace Productivity and results are linked to work environment A multigenerational team has competitive advantages

Rethink Safety Standards and Ergonomics Health and Safety Factors Physical/biological Mental/psychological Social context Don’t assume that aging workers are less capable

Use of Drugs One-half of drug-related deaths in 2003 were boomers – they represent 26% of the population 5.7% of those used illicit drugs frequently in 2007 (increased from 3.4% in 2002) 75% of Minnesotans over 50 are taking at least one prescription drug

Injuries to Aging Workers As the number of older workers increase so does the... Incidence of injuries Workers compensation claims Data shows older workers face... Lower risk of non-fatal injury Higher risk of fatal injury

Distribution of age of workers with days away from work cases, Minnesota Minnesota Workplace Safety Report, 2009

Incidence of cases with days away from work by age group, Minnesota, Minnesota Workplace Safety Report, 2009

Wellness Programs Keeping workers healthy is essential for productivity and controlling health costs There are many models for large and small organizations All employers should include support for employees who are caregivers of their elderly relatives, to protect their health and productivity By 2030, 6 of every 10 workers will be caregivers of older relatives

Strategy 2: Prepare for Retirements Overall workforce planning Get serious about succession planning Active knowledge transfer Identify and develop core competencies Recruit aging workers for paid or nonpaid work

Workforce Planning Emphasize the entire workforce and the best use of workers of all ages in workforce planning Given the demographics, much of this activity will focus on workers who are already in the workforce

Succession Planning Should be applied throughout an organization, not just senior management Should groom individuals for higher and broader responsibility Goal = build capacity (bench strength) through coaching, mentoring and feedback How is public sector different? Merit system. Political implications. Unions. Compliance. More public scrutiny. Source: DHS Human Resource Planning, 2011

Knowledge Transfer Transferring knowledge from one individual to another by means of mentoring, training, documentation and other collaboration. Knowledge management is managing knowledge that is most important to the organization through people, processes and technology. Why important? Part of “new normal” – 9/11 type events, millions of jobs eliminated and changing technology. There is explicit and tacit knowledge Explicit is knowledge that has been or can be articulated, codified and stored. Tacit involves learning a skill or experience that is difficult to document and may need to be shared personally.

Knowledge Transfer (cont) Methods Documenting procedures and processes Internships Job rotation Mentoring Work in teams is very successful way to pass on knowledge between workers Employee involvement Exit interviews “If we only knew what we know, we could conquer the world.” – Hewlett Packard manager

Core Competencies and Skill Needs of Your Organization Part of workforce planning is identifying pivotal and core roles within your workplace and the related critical skills Some aging workers who are completing primary career may be interested in nonpaid work (volunteer positions) that contributes to their community

Employers Should Think About Retaining workers Preparing for retirements and other changes in the workforce

Messages for aging workers In best of times, it takes up to three times as long for a job seeker 55+ to find employment Important to continue to learn, acquire new skills that add value Take charge of career and work life Counter myths with realities and be ready to respond Think about your legacy – what do you want your organization to remember about you and your work

Are You Ready?