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Older Workers: Employment Expectations CAUCE Conference 2012 Atlanta Sloane-Seale & Bill Kops University of Manitoba
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Agenda Welcome & Introductions Background The Study Findings Discussion & Implications
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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%)
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Background Subjective lifespan approach to aging based on individual capabilities & organization needs Not chronological, legal or socially determined - based on values & attitudes to OW
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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
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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
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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%
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Findings: Demographics Managers (41%) Directors (7%) Executives (5%) Administrative (23%) Coordinators (16%)
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Respondents by Position
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Demographics Government (30%) Manufacturing & Construction (16%) Retail (8%); Health (8%) Finance (5%) Education (4%) Other (23%)
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Respondents by Sector
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Respondents by Organization Size
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Respondents - Unionized
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Demographics Gender Female (74%) (39) Male (26%) (14) N/R (36.9%) (31)
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Demographics Age 20-29 (8%) (4) 30-39 (29%) (15) 40-49 (33%) (17) 50-59 (31%) (16) N/R (38%) (32)
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Demographics High School (4%) 2 Technical or Trade (5%) 3 College (13%) 7 University (76%) 42
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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
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Is retirement of Older Workers a Concern? Why? Yes (38%) 25 No (62%) 41
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Retirement of OW a Concern
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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
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Concerns
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Is Retention Important? Yes: 57% (36) No: 43% (27)
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Important to Retain OW
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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%)
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Retention
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Strategies to Transfer Knowledge Yes: 60% No: 40%
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Strategies Transfer Knowledge
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Strategies to Transfer Knowledge Hire replacements prior (81%) Arrange mentoring (76%) Document (65%) Job Shadowing (46%) Maintain on retainer (41%) Phased in retirement (27%)
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Transfer Knowledge
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Strategies to Attract & Recruit Yes: 18% No: 82%
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Strategies to Attract & Retain OW
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Strategies to Attract & Retain Rehire (82%) Request referrals (64%) Campaigns all generations (55%) Special events (27%) Recruit (18%) Job search agencies (18%)
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Attract & Retain
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Is it Important to Engage? Yes: 77% No: 23%
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Important to Engage OW
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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%)
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Important to Engage
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Strategies to Engage Yes: 36%; No: 64%
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Strategies to Engage OW
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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%)
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Strategies to Engage
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Assess Engagement Yes: 33% No: 67% How: formally: 32% informally: 68%
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Assess Engagement
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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%)
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Barriers to Engagement
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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%)
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Encouraging OW Engagement
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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?
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Further Discussion & Comments Atlanta Sloane-Seale 204-474-8036; tf 1-888-216-7011 ext. 8036 sloanese@ms.umanitoba.ca Bill Kops 204-474-6198; tf 1-888-216-7011 ext. 6198 bkops@ms.umanitoba.ca
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