1. Older Workers: Employment Expectations CAUCE Conference 2012 Atlanta Sloane-Seale & Bill Kops University of Manitoba

2. Agenda Welcome & Introductions Background The Study Findings Discussion & Implications

3. Background National/international trends - aging workforce, low participation rate of OW Continuous learning for OW; changes in recruitment practices and job re- design

4. Background In Canada, between 2005- 2036, OW population double (13.2% to 24.5%)

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

6. 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

7. 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, and OWs participation in E&T

8. The Study Follow-up study based on initial focus group interviews Survey methodology (on-line) - HR representatives in Manitoba companies/organizations 226 electronically distributed surveys resulted in 84 useable responses – yielding a response rate: 37.2% No Response: range 18-25 on key items; average 22 or 26%

9. Respondents by Position

10. Respondents by Sector

11. Respondents by Organization Size

12. Respondents - Unionized

13. Average Age by Position

14. Retirement of OW a Concern

15. 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

16. Important to Retain OW

17. 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%)

18. Strategies Transfer Knowledge

19. Strategies to Transfer Knowledge Hire replacements prior (81%) Arrange mentoring (76%) Document (65%) Job Shadowing (46%) Maintain on retainer (41%) Phased in retirement (27%)

20. Strategies to Attract & Recruit OW

21. Strategies to Attract & Recruit Rehire (82%) Request referrals (64%) Campaigns all generations (55%) Special events (27%) Recruit (18%) Job search agencies (18%)

22. Important to Engage OW

23. 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%)

24. Strategies to Engage OW

25. 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%)

26. Assess Engagement

27. 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%)

28. 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%)

29. Discussion & Implications 1. How prepared are employers to recruit, retain, and engage OWs?

30. Discussion & Implications 2. How important is OW participation in lifelong learning to individual and organizational success?

31. Discussion & Implications 3. How prepared are OWs to remain and productively engage in the workforce?

32. 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