Working after 50: managing a healthy ageing workforce Matt Flynn

Age diversity guide Written in partnership between HWL, CROW, CIPD Based on discussions with HR practitioners in Edinburgh, Gloucester, London Discusses good age management practice and provides the business case Focuses on Health & Well-being; Skills and Training; Recruitment; Flexibility; Performance Management

Why employers need older workers Retain skills and knowledge Tackle skills and labour shortages Mentoring younger workers Two challenges: Make effective use of existing older workers Make better use of the pool of unemployed/ inactive older people

Three kinds of older workers A lot of older people want to work longer With age the older workforce profile changes, as the less motivated drop out There are three groups motivated to continue: A large group who have found a niche which offers high job satisfaction and security A second group are much more anxious, stressed A large group are unemployed/ inactive and would like to work (many with good qualifications and experience)

Managing a healthy ageing workforce: Five Topics

Health and Wellbeing Wide variety of health and ability amongst older workers (no uniform pattern) One third of older inactive (not registered unemployed) would like to work/one third of inactive work with a disability Stress highest in mid-career; job insecurity highest at periphery Job insecurity can be as bad for health as job loss Job control, autonomy, manageable workloads associated with good health

Skills and Training Skills shortages are widespread, and skills demands are rising, raising demand for some older workers Older workers less likely to have (current/ any) formal qualifications which are valued by employers Older workers are unlikely to consider themselves to have a training need Learning can build on rather than replace experience Older workers have an important role in mentoring and sharing knowledge

Recruitment Age discrimination is unlawful, but very common in recruitment Managers perceive older workers as having unrealistic expectations – in earnings and/or status The chances of returning to work after redundancy over 50 are very low, regardless of qualifications and experience Employers can do more to develop the “talent pipeline”, especially for older people considering changing career direction Recruitment agencies can be part of the solution

Flexible working The most frequently requested form of change (after 65 the majority are working part-time) Informal flexible work arrangements more common than formal arrangements (flexitime, part-year, job sharing) Organisational benefits (reputation, flexible firm) Restricts career progression More acceptable to general workforce if universal – not just for “special” groups

Performance management “Difficult conversations” are difficult (but necessary) Formal and informal performance management both matter Pathway to better working lives Older workers are less likely to receive feedback Relationships, and trust are critical Some younger managers find it difficult with older employees

Some help….. Active Ageing through Social Partnership and Industrial Relations Expertise Workshops on ageing with employers and unions Training material for managers and union representatives Improving working conditions for older social care workers in Malaysia Interviews with care workers and employers Working with both to try interventions

Thank you! www.agediversity.org m.flynn@agediversity.org