Manpower Survey of Talent Shortages, Whitepaper Encourage Retention of Older Workers

Manpower Inc.'s third annual talent shortage survey reports that 31% of employers worldwide are finding it more difficult to fill jobs, with skilled manual trades, sales representatives, and technical workers in the areas of production/operations, engineering and maintenance being the hardest to find. Simultaneously, Manpower has updated its whitepaper on the talent crunch, highlighting the growing talent shortages around the world and what businesses, governments and individuals should be doing to adapt their human resource strategies, and encouraging employers, among other things, to take strategic measures to encourage older workers to stay in the workforce must be put in place.

According to the whitepaper--"Confronting the Talent Crunch: 2008"--"employers can increase their overall pool of available
talent by finding innovative ways to prolong an individual’s active working life." Employers should not look at upcoming retirements as cost-saving opportunities, but need to encourage older individuals to stay on. This may involve redesigning jobs, honing attraction and retention policies, maintaining the loyalty of former employees, and fostering inclusivity.

Source: Manpower, Inc. Press Release (April 22, 2008)

Canada: Survey Suggests Health Care Benefits Are Leading Enticement for Older Workers

According to a recent poll of Canadians over the age of 55, health assurances are the best thing an employer can offer older workers to keep them in the workplace. Specifically, Ipsos Reid reports that in a poll it conducted on behalf of Royal Bank of Canada, 60% of those surveyed said that extended health care benefits are the most important factor (top three mentions) in deciding to stay in the workforce. Trailing health care were flexible work hours (47%), having a guaranteed salary (34%), and phasing in the retirement process (24%).

With respect to flexible hours, the general consensus of those surveyed was a workweek running from Tuesday to Thursday, working nine to noon each day. In addition, workers would want an average of 6.4 weeks of vacation per year.

The survey also found that over 54% say they plan on working with their current employer past the age of 65, and, of those, 26% plan on working full-time for as long as possible, while another 36% would like to work full-time for a few years, before scaling back to part-time work.

Source: Ipsos Press Release (April 15, 2008)

Successful Strategies for Retaining Older Workers: Urban Institute Paper

The Urban Institute has published a paper outlining successful strategies employers can use to do more to attract and retain older workers, many of whom are highly experienced, knowledgeable. According to the paper--"Current Strategies to Employ and Retain Older Workers" by Lauren Eyster, Richard W. Johnson, and Eric Toder--successful approaches include offering formal and informal phased retirement options and creating flexible work arrangements, such as part-time work, flexible schedules, job sharing, telework arrangements, and snowbird programs.

In addition the authors of this report, commissioned by the U.S. Department of Labor's Employment and Training Administration to support the work of the Taskforce on the Aging of the American Workforce, point out that federal, state, and local governments, as well as nonprofit organizations and post-secondary educational institutions, help older workers find employment and secure job training and educate employers about the value of older workers.

Source: Urban Institute Research Summary (March 7, 2008)

United Kingdom: Employers Need To Be Much More Focused on Rewards Needed To Incent Older Workers

Employers that are addressing the challenges presented by an ageing workforce to recruit, retain, and engage talent are acting mostly on an ad hoc basis, according to a report on employer incentives for older workers issued by the Chartered Institute of Personnel and Development (CIPD), based on research carried out on behalf of the CIPD by Cranfield School of Management. The CIPD Research Insight "Managing an ageing workforce: The role of total reward" shows that a more holistic approach to pay and reward is necessary--"organisations need to look across their financial and non-financial reward offerings to consider whether they are attractive to older workers."

What is lacking is a systematic and integrated approach to reward that examines whether the pay and the financial and non-financial benefits are appealing to all individuals, irrespective of their age, race, gender, etc.

According to Charles Cotton, CIPD Reward and Employment Conditions Adviser, employers "need to take the opportunity to examine whether how they reward their employees is appealing to older workers, as well as other groups.” In addition, the research suggests that employers need to make sure not to neglect the training and development needs of older workers. Dr Emma Parry, Research Fellow at Cranfield School of Management and author of the research, suggests that as employees approach retirement age, they have different needs and says that the "total rewards package offered to employees should be designed in such a way as to accommodate these differing needs so that workers of all ages are motivated to stay with the organisation.”

Source: Chartered Institute of Personnel and Development Press Release (January 31, 2008)

Prolonging the Careers of OR Nurses as Strategy To Ease Nursing Shortage

Writing for Nurse.com, Scott Williams writes about searches for ways to lessen the burdens and lengthen the careers of perioperative and other nurses as one strategy for minimizing the impact of the nursing shortage. He quotes Patricia C. Seifert, RN, MSN, CNOR, CRNFA, education coordinator for the cardiovascular OR at Inova Heart and Vascular Institute in Falls Church, Va., as saying "We can’t afford to have anyone retire. . . . But at the same time, you can’t work people to death.”

Seifert, who has prepared a paper for the Association of periOperative Registered Nurses (AORN) 55th Congress, suggests that hospitals that want to keep older perioperative nurses on the job need to look at ways to make their jobs physically easier and less intrusive on their personal lives, such as by finding ways for them to draw on their knowledge and experience, rather than their physical abilities. Even physical demands can be attenuated by, for example, reducing the amount of time a nurse is forced to stand or by reducing the weight of surgical instruments.

Williams also reports on other initiatives. One, a 2006 report--"Wisdom at Work: The Importance of the Older and Experienced Nurse in the Workplace"--sponsored by the Robert Wood Johnson Foundation, which advocated flexible hours, increased benefits, newly created professional roles, better-designed hospital equipment and buildings, and an atmosphere of respect for nurses as all things that could help retain nurses longer. Another is a one-day conference titled “Coming of Age: Innovations to Support the Aging Nurse”, that was spearheaded by Ed Coakley, RN, MSN, MA, MEd, director emeritus at Massachusetts General Hospital in Boston, which resulted from a study in which older nurses said they hoped to work “until their backs gave out or their knees gave out or as long as they were able to physically work,” Coakley says.

Source: Nurse.com "Bright Ideas for Retaining Aging OR Nurses" (January 30, 2008)

Additional Resources: Hodes Research "The 2006
Aging Nursing Workforce Survey"; Talent Matters "Workforce Planning for Health Care" (January/February 2008)

Canada: Study Presents Value of Partnership between Small Business and Older Workers

According to a study conducted by Canadian Federation of Independent Business (CFIB), small business and older workers form a valuable partnership in dealing with the skills and labour shortage in Manitoba. CFIB reports that the study--"Small Business & Older Workers--shows that almost half of small businesses employ at least one older worker over the age of 60 and are actively taking steps to retain them.

The steps taken by small business to retain older workers include allowing greater flexibility with hours, reducing the physical demands of the job, offering part-time or job sharing options, and allowing unpaid time-off for activities/volunteering. The report's conclusion states:

Concern over the shortage of qualified labour among small business owners in Western Canada will likely continue for many years. While there is no silver bullet solution to this challenge, one solution is to improve the participation rate of older workers, to encourage older workers who have already left the workforce to return and to maximize the contribution of older workers in the workforce from a small business perspective.

Source: Canadian Federation of Independent Business
Media Release (December 6, 2007)

Australia: Employee Engagement the Key To Keeping Mature Workers Active in Workplace

According to research from the Voice Project at the Department of Psychology at Macquarie University, higher levels of engagement may lead to increased participation rates by mature-aged workers, as engagement has been shown to be associated with positive organizational outcomes such as reduced absenteeism, higher productivity, and lower turnover rates. After surveying workers in age brackets 20-30, 30-40, 40-50, 50-60 and 60 plus, Nick Vrisakis from Voice Project said researchers found there were some significant differences. While younger workers valued career opportunities, rewards and recognition, for older workers wellness was the strongest driver of engagement over and above salary and seniority.

"These results suggest that older workers are looking for less stress in their working lives and that this may be related to the nature of the role rather than the number of hours worked. Older employees may be happy to work full-time hours if it means they can be exposed to less stress or at least maintain a sense of wellbeing. If older workers could wind down whilst continuing to work it may be that many would continue to work full-time."

In addition, the research showed that overall older workers were more satisfied, committed and had a stronger intention to stay with their organizations. As Vrisakis pointed out, this is good news for employers who are seeking to attract or retain mature-aged workers and provides incentive for other employers to do so.

Source: Macquarie University Press Release (November 14, 2007