Presentation on theme: "Recharging or Retiring the Older Worker"— Presentation transcript:
1Recharging or Retiring the Older Worker Recharging or Retiring the Older Worker? Strategies of European EmployersKène Henkens, NIDI, The Hague, University of AmsterdamWith Harry van Dalen (NIDI) and Mo Wang (University of Florida)NEUJOBS, Thursday 10 April 2014, Bonn
2Age composition of the population (EU 25), 1950-2050
3GOVERNMENTS at national and eu level Ageing and dejuvenation require higher participation to combat decline potential labour force and make welfare state sustainableIncreasing life expectancy driving force behind extension working life and increase pension age
6Supply and demand side factors Most research is focussed on the supply side of the labour market: Workers’ behaviours and attitudes Few studies look at the demand side of the labour market: Employers’ behaviours and attitudes
7Overall Aim of the ASPA project To gain insight into effects of employers’ behaviour on the use of older workers
9research questions aspa project How active are employers in stimulating labour force participation of older workers? What are the impediments for active ageing? What type of solutions do employers see to deal with current labour market challenges?
10ASPA Employers survey, 2009 Organizations with 10 employees or more Stratified sample size and sector6,000 employers in eight countriesIdentical questionnaire in all countries
11Expected increase in retirement age (%) Source: ASPA Employers Survey (2009).
12Central research question Which types of age-based HR strategies do employers actually use? And do different types of organizations (old, knowledge intensive, etc.) employ different strategies?
13Personnel EconomicsLazear’s theory of implicit contracts
14DilemmasMacro: seniority wages sensitive to age structure of staff Micro: seniority wages imply mandatory retirement rules
15Human resource strategies Exit, early retirementAccomodationDevelopment, investment
16method Structural equation modelling with latent variables: Exit routesEarly retirementPart-time retirementAccomodationReduction of working timeDecreasing workloadErgonomic measuresAge limit for irregular work or shifts
17….continued Development measures Training plans for older workers Promoting internal job mobilityContinuous career development
18Descriptives Exit routes Early retirement (31%) Part-time retirement (26%)AccomodationReduction of working time (24%)Decreasing workload (20%)Ergonomic measures (33%)Age limit for irregular work (11%)Development measuresTraining plans for older workers (19%)Promoting internal job mobility (28%)Continuous career development (32%)
22Conclusions Micro-macro paradox Employers use both exit and retention strategiesAging firms more set on exit routes than younger firmsLarge country differencesPublic sector more age conscious than private sector