1. 10 allée Enrico Fermi – 76230– BOIS GUILLAUME FRANCE Tel: +33(0)2 35 12 17 17 www.opcareg-hn.fr Equallity - Finding the way to innovative Life Long Learning Solutions

2. Upper Normandy

3. A non-profit organisation created in 1995 We collect and manage the financial contributions which, by law, firms must pay towards their employees’ training and personal development … Our board members include representatives of employers’ organisations (MEDEF) and trade organisations OPCAREG belongs to a national network –24 regional branches –20 activity sectors represented –45 000 enterprises (all sizes) OPCAREG HAUTE NORMANDIE 550 employees dealing directly with HR managers and employers

4. OPCAREG ’S MISSION Go beyond our primary task of collecting and managing funds Anticipate changes on the labour market Implement innovative solutions to ensure the sustainable development of people and enterprises. innovative solutions Lisbon Agenda objectives Enterprises needs + Our mission : Manage vocational training budget of enterprises Finance training courses for employees Our value added services Consultancy on human resources policy, employment and training legislation Development and management of specific projects

5. 2002-2005 S.E.N.I.O.R.S: Initiated in 2001, the project aimed at analysing the regional situation in terms of senior employment, encourage innovative training schemes for the over 50’s and encourage the (re)- recruitment of the over 45s. 2004-2007 EQUALLITY PARCOURS D’AVENIR : Anticipating and promoting career management for employees over 45+. The project offers Human Resource management tools and advice for both employees and employers. 2005 - 2007 PERFORMANCE SENIORS A national project to promote vocational training for the 45+ and understand the attitudes of both employees and employers Age Management - Equal Projects

6. Projection : Proportion of the over 50’s in our workforce 2000 = 20 % 2006 = 25 % 2015 = 30 % (if retirement age = 65) Source : INSEE - DARES, Blanchet D., 2002 Retaining/transfering the know-how (tutoring / mentoring) Keeping the over 50’s in a dynamic work / learning mode (anticipating second half of their career) Helping (long term) unemployed people over 50 to find employment (training and and acting upon employers’ representations) Anticipating the demographic change Issues to tackle

7. Some facts and figures Results from recent surveys conducted in 2 national projects (Pic Equal) –“Equallité Parcours d’Avenir” (Equallity - Pathway to the future) –Performance Seniors Over 2500 enterprises where consulted in 6 French regions (>10 employees)

8. Objectives 2 questionnaires to collate information –Quantitative level –Qualitative level In order to –Understand the discriminating factors (age, gender, qualification levels…etc ) in terms of gaining access to vocational training –Understand attitudes of workers and employers (profiling) –Identify strategies to improve the management of senior human resources

9. What we’ve learned Key factors in access to vocational training for 45+ –company size –company training organisation (in house facilities) –number of years in company –gender Age is also important –Trainees aged 45-49 yrs = 41% –Trainees aged 50-54 yrs = 38% –Trainees aged >54 yrs = 21%

10. Profiling the Senior workers/trainees 5 segments identified using 4 criteria : company size initiative for training action type of training nb of yrs in enterprise 2 dimensions : Widening range of skills specialisation Objective of training Attitude of trainee passiveActive

11. Specialisation Motivation Widening range of skills « Non mobility » Adapting To their role (28%) Expert (20%) Adaptating to their environment (24%) Pro active (9%) Mobile (20%) Technicians 500 employees et + 20 yrs + in the company Transversal skills Languages Sales, commercial skills Accountancy Management Agriculture Transport and communicati on Women Employees, technicians 10 – 49 employees Less than 5 years Specific skills Transport Commercial skills, Workers Men Engineers Managers NTIC SKILLS 50 -499 employees Employees initiative Health and Social Workers 10 à 19 ans

12. What do enterprises think of their senior workers ? Managing senior human capital –18 % = it is important to anticipate and help plan 2nd half of careers –57% = may start thinking about it if it becomes significantly important but do not see it as a need today –25 % = do not recognise the issue Perception of +45 yrs : +++ Good attitude, dedicated, expert - - - Not very flexible, poorer performance, lack of personal investment

13. Profiling enterprises Pragmatic (19%) : NO HR department  training is used when there is a need for it –small enterprises, Transport and communication, no long term HR strategy Pro active (27%) : Dynamism but no real HR tools developed within the company –Small enterprises, sales / commercial activities, strategic vision but no internal HR service Strategic (18 %) : formalised HR service –Larger companies, recognition of need age management, training actions Waiting for... (36%) : Do not use HR tools at their disposal –Same means as « Strategic » segments, but no recognition of need for age management

14. What to do ? Anticipate, plan and act Provide support and tools to smaller enterprises Help companies and workers with individualised “pathways” : a key factor in motivation

15. Tool Kit For employers For employees Accessible via website 3 levels of information –basic : raise awareness (quizz + video game with real life situation) –technical : practical information about means available to both employers and employees –expert level : research, statistics etc...

16. Additional tools for Opcareg’s advisors Tool Kit + training seminar to develop specific argumentation in favour of the target groups Age pyramid tool to use in companies Notice to optimise the French legislation (LLL + “Specific Senior Plan”)