Organizaions Establish New Resource for Older Adults To Prepare for, Find, and Apply for Jobs

The National Council on Aging (NCOA) and RetirementJobs.com have announced the join creation of EconomicCheckUp.org to "provide a unique, single resource for older adults to prepare for, find, and apply for jobs." Specifically, the new website will provide an employment path that includes:

1. Skills Assessment—Often older workers don’t fully understand their skill assets. The Quick Job Match online tool helps them identify their strengths and identify transferable skills.
   
2. Online Training—To land the right job, workers need the right skills. The site’s Career Development System provides more than 30 online courses. Classes are free and can be an important addition to a resume.
   
3. Help Finding a Job—It takes a great resume and good interview skills to make the right impression. The site offers helpful tips, and RetirementJobs.com can help visitors find just the right mature worker friendly employer to impress.

Source: National Council on Aging Press Release (July 28, 2015)

AARP Public Policy Institute Issues Report on Skills Training and Education for Older Workers

The AARP Public Policy Institute has issued a report written by Carl Van Horn, Kathy Krepcio and Maria Heidkamp of the John J. Heldrich Center for Workforce Development, Rutgers, the State University of New Jersey, which explores a range of issues relating to skills training and education for older workers, including the challenges older workers face when deciding whether to enroll in education and training programs, and, if so, how to choose a program and pay for it. "Improving Education and Training for Older Workers" make several recommendations based on its findings related to the vast array of education and training options available to older workers, as well as education and training financing options available to them.

Among other things, the report found that:

• Many older unemployed workers lack the skills that are currently in demand.
  
• Many older job seekers are not well informed about the skills they will need to
  obtain a job or the best and most cost-effective way to obtain them.
  
• Many federal and state workforce programs are not targeted to the needs of adult and working learners.

The report's recommendations include:

• Government policy makers should insist on greater transparency from training providers and require them to report on the cost, duration, completion rates, and employment and earnings outcomes.
  
• Congress should reform financial aid programs to better assist older workers, including requiring educational institutions to improve financial aid counseling for adult learners from qualified, independent third parties.
  
• The tax system could be reformed to provide more financial support for older workers, such as expanding tax credits and deductions for education-related expenses such as transportation, childcare, and elder care.

Source: AARP Public Policy Institute News Release (February 25, 2015)

New Zealand: Employers Need To Balance Retaining Older Workers with Developing New Workers

According to an article from Hays, New Zealand employers must balance the nation’s aging workforce with the continued development of new entrants to the labor market if they are to remain competitive long-term. According to Jason Walker, Managing Director of Hays in New Zealand:

“Those aged 65 and over in the workforce will increase in number, however by 2029 there will be fewer people in the labour force than not.

“Given the impending shrinking of the workforce, it makes sense to retain mature age workers for as long as possible.

“But we must not do so at the expense of training and developing new entrants to the labour market. If we look to the future, in order to maintain our competitive edge we need to ensure the country has a future pipeline of talent who have the skills and experience necessary to replace our ageing workforce when they do eventually retire. Otherwise there will be a skills vacuum that will take many years and a huge amount of investment to fill."

Thus, the balance that employers need to strike between retaining highly-valued, well educated and experienced older workers, and recruiting and developing the next generation of employees. However, the ultimate goal, according to Hays, is to focus on the recruitment, development and training of staff at all levels and of all ages.

Hays further explores the topic of the aging workforce in "Mind the Age Gap," published in the Hays Journal Issue 8.

Source: Hays Press Release (November 5, 2014)

Utilities Industry Facing Workforce Changes with Generational Shift

According to a new report, workforce changes are re-shaping the risk profiles of power and utilities companies, which may require a systematic approach to help attract and retain core know-how, and transfer industry knowledge to a younger generation. The report--"Power and utilities changing workforce: Keeping the lights on"--from Price Waterhouse Cooper's Power & Utilities Group, finds that, among other things, an accelerated pace at which utilities are losing key workers. For example, the "voluntary turnover rate climbed by a full percentage point between 2010 and 2012, and for high performers and early tenured employees the rate of separation was especially high."

PWC suggests that, while other industries are used to high turnover, the relatively stable utilities industry may now have to rethink both their approach to process and their employee value proposition as they confront the industry's turnover issues:

[T]raditional "word-of-mouth," on-the-job training of utility workers is not sustainable. More than ever before, work processes and procedures should be documented and continuously improved. Explicit governance and controls procedures should be put in place and sustained. Moreover, focused and efficient knowledge transfer and succession planning approaches should align with the operational imperatives of the company.

The report suggests that utility companies have been able to postpone this day of reckoning, since the recession had either forced employees to delay retirement or stay in place as contractors. However, since veteran utilities workers have had the tendency to retain valuable institutional knowledge in their heads and to pass it on orally, this knowledge will be lost as the attractiveness of pensions plans draws this workers away from employment.

The report then outlines questions that utility companies must ask themselves about, and outlines approaches to take with respect to, three areas: (1) knowledge retention and succession planning, (2) operations, and (3) Technology and processes.

Source: Price Waterhouse Coopers Summary (December 2013)

Malaysia: Research Finds Older Workers are Competent, Performing Well and Are Trainable

In an article published in Employee Relations, Junaidah Hashim and Saodah Wok, both from the International Islamic University Malaysia, report on their investigation of the competence, performance and trainability of older workers of higher educational institutions in Malaysia. According to "Competence, Performance and Trainability of Older Workers of Higher Educational Institutions in Malaysia," based on the assessments made by the older workers themselves and their superiors, older workers are competent, performing well and are trainable. However, the administrative older staff were rated lower by the superior as compared to the academic older staff.

The authors suggest that "the study provides valuable insights into considering of revising the retirement age of academician in higher education sector even higher. Age seems to be an advantage to this group of employees."

Source: Employee Relations Journal Abstract (2013)

Study: Working in Mixed-Aged Groups More Likely To Prolong Working Life of Older Workers

The Centre for European Economic Research in Mannheim (ZEW) has released research results that find that of the various measures more and more companies rely on in order to retain older employees—appropriately equipped workplaces, reduced working hours and performance requirements, mixed-age work teams, general training, specific training as well as part-time work for older employees—people nearing retirement age are more likely to continue working if they feel valued and if they work with younger people. Part-time work, on the contrary, is apparently even reducing the employment period of older staff, and all the other measures looked at have no influence at all on older employees' decisions to stay with their company.

In "Specific Measures for Older Employees and Late Career Employment" (ZEW Discussion Paper No. 12-059), authored by Bernhard Boockmann, Jan Fries and Christian Göbel, the ZEW staff used longitudinal data provided by the Institute for Employment Research (IAB) on older employees aged between 40 and 65 from 2002, observing 1,063 West German companies with at least five older employees are being observed. Approximately, 50% of the companies offered at least one measure for older employees: 36% offered part-time work for older employees (allowing them contract extensions on reduced working hours), 18% offered mixed-age work teams where older employees could contribute their experience and younger employees their recent professional knowledge, 17% general training, 5% reduced performance requirements, 4% appropriately equipped workplaces (considering e.g. reduced vision or hearing impairment), and 3% tailor-made training for older employees.

Source: Centre for European Economic Research in Mannheim Press Release (March 13, 2013)

Canada: Older Workers Less Likely To Participate in Job-Related Training

According to a study from Statistics Canada, older workers in 2008 were significantly less likely to participate in job-related training than their counterparts in the core working-age population. In "Job-related training of older
workers" by Jungwee Park, it is reported that, in the year from July 2007 to June 2008, 45% of workers aged 25 to 54 took at least one job-related course or program, compared with 32% of those aged 55 to 64.

Among the factors linked with significantly lower participation in training among older workers were lower annual income, low educational attainment, temporary employment and work in blue-collar or service jobs. Workers in the private sector, particularly those in goods-producing industries, were also less likely to take job-related training.

However, over the period since 1991 when statistics started being kept, the employer-sponsored training gap between older and core-age workers shrank appreciably. Between 1991 and 2008, the participation rate in employer-supported training among workers aged 55 to 64 more than doubled from 12% to 28%, while the training rate for workers in the core-age group, those from 25 to 54, increased from 29% to 38%.

Source: Statistics Canada The Daily (April 20, 2012)

Australia: Government Proposes $1,000 Bonus for Hiring Workers Over 50

The Australian government has announced that it will budget $10 million for new "Jobs Bonuses" to help tackle age discrimination and encourage businesses to employ older Australian who want to stay in the workforce, among other things providing $10,000 for employers who recruit and retain a mature age job seeker for more than three months. The initiative is part of the "Government Response to the Final Report of the Advisory Panel on the Economic Potential of Senior Australians."

Included in the response to the Advisory Panel report "Turning Grey into Gold" are funds to extend the Corporate Champions program to provide support to employers who wish to promote mature aged employment at their workplace, to extend the Career Advice service by two years to ensure mature age people have access to free, professional career advice, and to promote lifelong learning by expanding education opportunities by adult and community education providers and community organisations to older Australians.

In addition, the government plans to expand the More Help for Mature Age Workers initiative, to now be called the "Investing in Experience - Skills Recognition and Training" program, to allow industries to benefit from improving the skills of their over 50's workforces. To help address age discrimination and stereotyping of older workers, the government will also provide funds to the Age Discrimination Commissioner to address age discrimination, age stereotyping and ageism more generally, and will review Commonwealth legislation to identify age barriers that prevent continued participation in the workforce for people aged 45 years and over.

Source: Deputy Prime Minister and Treasurer Media Release (April 18, 2012)

Reaction: National Seniors Media Release (April 18, 2012); SilverTemp "Employers to get $1000. bonus for hiring older workers" (April 17, 2012)

United Kingdom: Major HR Group Issues Guide for Managing Older Workers

The UK's Chartered Institute of Personnel and Development (CIPD) has practical guidance designed to help employers respond successfully to the talent management challenges and opportunities they will face over the early decades of the 21st century. According to CIPD, the guide--"Managing a healthy ageing workforce: A national business imperative"--should help employers to use older workers to fill the coming gap between the estimated 13.5 million jobs that will be created over the next 10 years and the only 7 million young people available to fill them by revisiting their workforce planning strategies to accommodate this major change.

In particular, CIPD suggests that HR should take the lead on this issue and work in partnership with line managers and senior colleagues to secure the best results. Dianah Worman, the CIPD’s diversity adviser, said:

Organisations that respond appropriately to the challenges of an ageing workforce will gain a significant competitive edge, both in terms of recruiting and retaining talent, but also through supporting the well-being and engagement of employees of all ages.

CIPD worked with the Scottish Centre for Healthy Working Lives (SCHWL) at NHS Health Scotland to produce the new guide. It provides practical and simple guidance to help slow starters catch up and for those already engaged with the agenda to improve the way they respond to it. Basically, it takes an organization through a three-step process:

• building the business case,
• addressing the myths, and
• talent management.

Source: Chartered Institute of Personnel and Development News Release (March 8, 2012)

Report: U.S. Skills Shortage coming from Aging Workforce and Lack of Corporate Development

A report issued by Taleo Corporation on the 2011 business climate and related talent management trends for 2012 finds that talent decisions are taking on increased importance as companies fail to effectively manage the flow of critical talent are risking their growth and in some cases even their survival. Among other things, "U.S. Talent Treands for 2012" finds that an aging population and a lack of investment in training and development will result in continuing skills shortages.

Taleo anticipates increased friction between businesses' global ambitions for expansion and varying quality and quantity of local labor. In the US, labor participation rates among younger workers continue to fall while rates among older workers rise. In the short-term, this skews the balance of the workforce toward more experienced, more expert workers. In the mid to long-term, this lack of investment and hiring of younger workers is going to exacerbate talent shortages related to boomer retirements. Smart companies are looking to rebalance their mix of new hires to focus more on emerging and potential talent.

Source: Taleo Corp. Press Release (January 30, 2012)

United Kingdom: Survey Compares Older and Younger Workers on Training Opportunities, Performance Reviews, and Health

The Chartered Institute of Personnel and Development (CIPD) says that a survey found that older workers are often neglected when it comes to training and performance management and cautions United Kingdom employers about the need to ensure they are managing the performance of all employees effectively, particularly before the final phase out of the default retirement age. In addition, the survey "shoots down the myth" that workers’ ability to do their job suddenly declines after they hit 65.

According to CIPD's "Employee Outlook: Focus on an Ageing Workforce," 46% of workers aged 65 and above report they have had a formal performance appraisal either once a year or more frequently, compared to 65% of all employees. In addition, 44% of employees aged 65 and above have not had a formal performance appraisal in the last two years or never, compared to an average of 27%. With respect to training opportunities, the survey found that 51% of those aged over 65 said they had received no training in the last three years or never, compared to 32% across all age groups.

On health issues, the 28% of older workers said their physical ability has declined a lot and 51% saying their physical ability has declined a little. However, while workers aged up to 34 are significantly less likely to report a decline in their physical ability to do their job, thereafter there is little difference between the youngest and the oldest workers, with 17% of 34–45-year-olds saying their physical ability has declined a lot and 51% a little. In addition, 91% of workers aged 65 and above say their mental health is good or very good, compared to a survey average of 74%; 69% of older workers report their physical health is good or very good compared to 64% for workers across all age groups.

Source: Chartered Institute of Personnel and Development Press Release (June 20, 2011)

Research: Older Workers Good Fit for Hospitality Industry without Needing New Skills Training

A study of the employment of older workers in a range of organizations from Scotland's hospitality sector and visitor attraction centers, has found that, in terms of older workers, workforce development might best be focused on utilizing existing skills rather than acquiring new ones. According to Dr. Roy Canning of the University of Stirling, "in many cases older workers were very much the sort of people who fit in with what the hospitality industry is looking for. They are flexible and can work seasonal and odd hours for competitive wages, as the post-retirement job often is a supplement for their pension."

Older workers were found to be generally highly valued employees within organizations, especially since they could contribute experiences as former employees from related enterprises and would provide informal support of colleagues. In addition, older workers were seen as reliable with excellent customer service skill-sets and a strong work ethic, and there were few conflict situations between them and younger managers.

Canning first published results of his investigation in "Tapping older workers' experience", the summer 2010 issue of "Society Today", the journal of the ESRC (Economic and Social Research Council):

Findings further suggest there is no need to try and shape the occupational identity of older workers. A good fit can be achieved by recruitment and selection followed by appropriate training and development. Training and development interventions for older workers should, on the most part, concentrate on team building, skill utilisation within collaborative practice and encouragement of self-directed learning.

Source: University of Stirling News Release (July 9, 2010)

AARP Issues Report on Job Training for Older Workers in Alabamat

According to AARP, over the past five years, 59% of Alabama workers age 40 and over have participated in job-related skills training or education programs offered to them by an employer, and 86% of them indicate they personally have not had to pay for that training. These are some of the results of a survey commissioned by AARP to gain a deeper understanding of the perspective, skills, and needs of older workers in the state to better provide them with focused, targeted information and resources.

The full report "Job Skills Training and Opportunities: Opinions and Perceptions of Alabama Workers Age 40+", authored by Jennifer H. Sauer and Cassandra Burton, also finds that 86% of older workers are satisfied with the work-related training opportunities offered through their employers, with 60% saying they are extremely or very satisfied, and another 26% indicating they are somewhat satisfied. Looking forward, 51% said they were extremely or very likely to engage in any job training through their employer over the next five years, but 31% said they were not likely to do so. In addition, 52% did not think that additional job training would help them advance in their job or help get a better job.

On worker attitudes towards employment as they get older, the survey reports that, among all Alabama workers and those looking for work, 40% plan to continue working at their current job either full or part-time when they reach retirement age. "For the majority of respondents, needing or wanting additional income (84%), enjoying work (84%), building up a personal savings (79%), and maintaining health coverage for themselves or their families (72%) are major/minor factors in deciding to work beyond retirement."

Source: AARP Knowledge Management Survey Report (October 2009)

United Kingdom: Study Finds Lack of Training and Learning Opportunities for Older Workers

The University of Leicester's Centre for Labour Market Studies has released a study with a stark warning about the lack of training and learning opportunities for older workers. The report--"Older Workers – Older Learners"--prepared for the Learning and Skills Council East Midlands shows "show the lack of preparedness that the region and society as a whole have towards the ageing of our workforce and of society more generally. Yet the ageing workforce is one of the more valuable assets a business can have."

According to Dr. Vanessa Beck, who led the project, while it was disappointing to find the lack of preparedness and the extent to which learning and training opportunities were taken up, "it was surprising to see that on an individual and organisational level, there are a whole host of practices in place that can benefit older workers as well as the organisations that employ them."

Practices and policies already in place that could, in some form, benefit older workers include flexible working; Apprenticeships enabling them to move into different areas of work; structured learning and training supported by the Train to Gain service, Skills Pledge, Skills Accounts, and Foundation Degrees accrediting expertise older learners already have; reward systems; and positive age awareness management.

Older workers are valued for their experience and expertise, knowledge which can be passed on to younger colleagues either formally through apprenticeship assessment or informally as mentors in the workplace.

Source: University of Leicester Press Release (March 10, 2009)

Australia: Businesses Told to End Ageist Practices, Build Skills Training for Older Workers

According to Fran Ferrier, a researcher at Monash University's Centre for the Economics of Education and Training (CEET), if the Australian economy as a whole is to avoid a mass exodus of valuable human capital, businesses will need to be flexible and provide effective skills development for older workers. "There are now few programs specifically for this group and older workers face barriers to participation including ageist employer attitudes."

While the number of people aged 45 to 64 in the workforce has grown substantially, more than 40% of Australians still leave the workforce by age 55 and 80% by age 65, and only 5% are still working at the age of 70. Ferrer says that a key issue is skills: "helping existing workers to update and extend their skills encourages them to keep working."

Ferrer cited research she conducted at CEET with Gerald Burke and Chris Selby Smith to point out that businesses that take action have much to gain. Seven case studies discussed in the study--"Skills development for a diverse older workforce"--of at-work and community-run skills development programs run for, or with a high participation rate, of older people, identified benefits to both the businesses and the individuals involved.

Source: My Small Business"New tricks, not harder ones" (August 14, 2008)

Research: Aging Workforce Requires Business to Rethink Working Lives

Early research into the effects of an extended working life and the challenges and opportunities that an older workforce will generate suggests that--in terms of job performance, wellbeing and skills--older workers are a much less homogenous group than younger workers. According to Professor Philip Taylor, director of the Business, Work and Ageing Centre for Research at Swinburne University of Technology, there is an increasing variation in people’s abilities as they get older and management may need to hink in terms of preparing workers when they are younger, for a longer working life.

"Policy around ageing workers needs to be about maintaining the ‘work ability’ of people throughout their life-course--not just once they are older," Professor Taylor says. "It’s about life-long learning and about how factors such as job design, work environment and skills training determine the condition in which workers arrive at the age of 50."

Among other things, Taylor says that the assumption that older workers are not interested in, or capable of, further training, is baseless, but there is evidence that "older workers prefer a different style of training than younger workers. For instance, they prefer hands-on practical training rather than classroom-style training."

Professor Taylor says another major issue for older workers is a sense of exclusion from the workplace. "Our research shows that older workers often feel they are being pushed out by not being invited to take part in training, meetings or other workplace events." This will become an increasing issue as more workers take advantage of transition-to-retirement arrangements that allow them to work part-time. "Part-time work is often not seen as real work. Managers need to be re-educated to respect different kinds of working arrangements and accept that older workers have a great deal to contribute to the workplace."

Source: Swinburne Magazine "Longer work life needs management re-think" (March 2008)

Also, see Philip Taylor (Editor), Ageing Labour Forces: Promises and Prospects (2008)

Malaysia: Older Workers Less Confident about Future; Government Encourages Retraining

While a large majority of Malaysians feel safe in their present jobs, confidence declines with age. According to a Gallup International Association poll, 84% of Malaysians were optimistic about their job security with only Norway (85%) scoring higher in a survey of 61 countries. However, only two in 10 respondents over 51 years old thought they could find a job fairly quickly compared to four out of 10 of those below 30 years.

In response to the Gallup survey, Human Resources Minister Datuk Seri Fong Chan Onn said that employers need to continuously retrain their workers to keep them relevant, especially the older ones who are set in their ways. Fong suggests that this can help them to adapt to technological and work habit changes. According to a story by Teresa Yong in THe New Straits Times, Fong said: "It is very important for employers to continue retraining and upgrading the expertise of the older group of workers. We also need to re-orientate all categories of workers." Fong also advised older workers to adopt lifelong learning and pointed out that the Human Resources Development Bhd had training programmes for workers of all ages.

Sources: Malaysia Today "Malaysians score high in survey" (January 15, 2008); The New Straits Times "Keep older workers relevant through retraining, employers told" (January 16, 2008)

Corporations and Universities Helping Train Older Workers for New Careers

Writing in U.S. News and World Report, Kim Clark reports on the rising demographic tide of older students in universities, as a growing number of colleges, charities, companies, and governments are accommodating and encouraging adults who return to the classroom.

Among other things, Clark tells about an IBM prgorma, launched in 2005, that pays older staffers interested in becoming science or math teachers up to $15,000 apiece for tuition and time off for student teaching. This program is now being emulated in California with the establishment of EnCorps, which relies on partners in the commercial sector to recruit, train, and prepare retiring employees to pursue alternate careers as math and science teachers.

While IBM has, more recently, extended its program to pay for training older workers who want to "retire" into other public-service jobs, other employers are focusing more dollars on educating older workers in an effort to keep them from retiring. Thus, for example, Clark writes: "United Technologies Corp. is paying for all tuition and up to three hours off a week for any accredited college class. What's more, older students who get a degree are given a graduation present of $10,000 in utc stock."

Source: U.S. News & World Report "Heading Back to College Universities are doing more than ever to attract older students" (October 26, 2007)

Canada: Federal-Provincial Partnerships To Help Retrain Unemployed Older Workers

The Canadian Deparemtn of Economic Development and British Columbia signed the Canada-British Columbia Agreement on the Targeted Initiative for Older Workers (TIOW). This agreement will allow British Columbia communities to design and deliver projects and services that will help unemployed older workers retrain for new careers. It is anticipated that these community-based projects will help at least 1,200 workers in British Columbia to upgrade their skills, benefit from job counseling, and gain work experience.

Similarly, the Governments of Quebec and Canada will jointly contribute $568,000 to facilitate the reintegration into employment of older workers in the Centre-du-Québec region who have been affected by plant closures or downsizing, particularly in the furniture and clothing industries. According to the estimates of Emploi-Québec, which manages the Targeted Initiative for Older Workers, this amount will help to reintegrate 72 older works into employment over the next few months.

Source: Government of Canada News Release (October 11, 2007); News Release (October 11, 2007)

Ireland: Report Calls for Abolition of Mandatory Retirement

A call for an end to mandatory retirement was one of the key recommendations of the Senior Select Retain & Retrain partnership as part of its final report--"More than just a Number, Older workers in Ireland." “The impact which compulsory retirement has on people cannot be underestimated,” Age Action chief executive Robin Webster said that “[c]ompulsory retirement ages, whether in the public service or not, should be removed. It would not only give workers who wish to continue working the option to do so, but would also enable employers retain some of their most experienced and valuable staff.”

The partnership consists of Age Action, FAS, ICTU, PARTAS and Contact Recruitment, and was funded by the EU Equal Community Initiative. Other recommendations of the final report include:

• Those who are made redundant or leave the workforce should be provided with the information they need to help them make this transition;
• In facilitating diversity in the workplace, it is essential that in-company age awareness training become a routine part of good HR practice, also leading to an improvement in inter-generational communications within companies;
• Older workers need to be assisted in knowing how to sell their experiences and validate their competencies, regardless of formal qualifications;
• employers need to examine work practices and make flexible work arrangements available, inclduing part-time work;
• older workers should benefit equally from access to training and courses should be more geared towards their personal and professional development;
• there is a need for a one-stop shop for employment services for older people.

According to the Minister of Enterprise, Trade & Employment, the recommendations bear serious consideration by policy-makers, practitioners and decision-makers: "Dissemination of the findings of the project’s work and of the lessons learned will be invaluable both in the policy making process and in generating public awareness generally of the issues involved."

Sources: Age Action Ireland "Time has come to abolish the mandatory retirement age" (October 4, 2007); The Irish Times "Call for end to mandatory retirement age" (October 4, 2007); Department of Enterprise, Trade and Employment Address by Minister Michael Martin at the “Experience has a Future” Conference (October 4, 2007)

Additional Resources: Senior Select Retain and Retrain "Older Workers & Employment Agencies in Ireland" (September 2007)