We think you have liked this presentation. If you wish to download it, please recommend it to your friends in any social system. Share buttons are a little bit lower. Thank you!
Presentation is loading. Please wait.
Published byBarrett Hellier
Modified over 2 years ago
© AMSAB® BS, Valencia, September Age Management/ ”Age-awareness Leadership” – offensive approach in practice Barbro Skoglund Age Management i Sverige AB- AMSAB®
© AMSAB® BS, Valencia, September Our background –25 years of experience each from managing changes in large, public organisations –Senior Consultants and Advisors since ten years –Introducing Age Management in Sweden starting January 2001 Numerous discussions with Swedish employers and and labour unions Seminars, speeches and presentations Multiyear cooperation with Vattenfall AB including –Guidelines for Age Management training –Information to target group 57+ Three major documented interventions; Age Management programmes –Municipality (education, social services, cleaning staff, janitors); –County council (health care, cleaning staff, janitors); –Vattenfall Service Nord AB (linemen); and ff
© AMSAB® BS, Valencia, September Our role.. ”There is frequently a conflict between scientific demands and for a nuanced view and practitioners´ need for simple and direct information” “.. but the information can provoke interest outside the academic world if it is translated into a more popular form” “Hence the need for translators who can draw conclusions that are useful to practitioners” Elisabeth Lagerlöf, former director of NIVA
© AMSAB® BS, Valencia, September Two demographic challenges 1.How to organise work in view of an ageing work force and thus increased individual differences in work ability? 2.How to ensure a systematic transfer of knowledge and experience before large waves senior employees reach retirement age?
© AMSAB® BS, Valencia, September The population EU-perspective age range decreases with 20 million people age range increases with 14 million people
© AMSAB® BS, Valencia, September The population pyramid – no longer a pyramid! Sweden 2006
© AMSAB® BS, Valencia, September Age Management – the role model “Age Management is probably the most powerful tool for improvement of the work ability of older workers” “Foremen supervisors and managers need training” Promotion of Work Ability During Ageing (Ilmarinen, Rantanen 1999)
© AMSAB® BS, Valencia, September Age Management – our basic strategies before the interventions The principles of Age Management are valid for all companies, organisations and branches but has to be applied …. –in a unique way, based on local conditions –not only in a proper way but also at the right time –only when top management is willing to take the lead
© AMSAB® BS, Valencia, September Age Management – our basic strategies before the interventions Age Management should be part of overall programmes and strategies for Management and Business development –Not an isolated tool or a “project” Important to prevent negative reactions from younger employees to Age Management ; everybody will benefit from, even though 50+ have most to gain
© AMSAB® BS, Valencia, September Age Management – our basic strategies before the interventions Age Management is simple in theory. Attitudes, values and facts about 50+ can be presented and understood during a two day seminar but… –The challenge, as in all management, is to practice theory in reality on an every day basis –The application will take resources and – above all – time; “blood, sweat and tears” –No easy victory - long time goals and commitments as foundation for sustainable success
© AMSAB® BS, Valencia, September Age Management/ “Age-awareness Leadership” in practice– the BCS-method® A study of corporate attitudes and values; interviewing staff and managers; “Obstacles and possibilities” Dialog seminars for Top Management; strategy for evidence based management Training middle/ first line managers –Dialog seminars –Professional support and mentorship “Lectures of inspiration”; all employees The principles of “ Age-awareness Leadership” is integrated with corporate policies and guidelines (training and recruitment policies, management philosophy etc) Our own conclusions and recommendation for future company actions
© AMSAB® BS, Valencia, September The Vattenfall commitment ”The age pyramid in the company shows that many skilled employees are approaching retirement age.There is a clear risk that their knowledge will not be transferred to younger employees before they leave the company” Vattenfall CEO Lars G. Josefsson, 2001
© AMSAB® BS, Valencia, September Managers opinions Vattenfall Service Nord AB Extremely worthwhile. This concept is very good. Clearly relevant to the operation.Acquired a good toolbox to use during goal- setting conferences, information etc. This is a key to our continued work with the shift in generations. Absolutely a step in the leader's obligation to the company, in both economic and human terms. As an entrepreneur you have to use personnel and equipment in the most effective and humane manner possible.Wearing people out entails human suffering and high costs. The personnel became involved, gaining information and insight into the issues. An example: A 60 year old who does not want to retire might stop working because of pressure from others.You have to »make room« for younger employees.This insight among employees generates understanding for why older employees remain on the job. It becomes accepted to keep working.
© AMSAB® BS, Valencia, September Managers opinions Vattenfall Service Nord AB I received help making a plan, which will now be converted into practice. Applying the plan in the shop will also be a challenge. We’ve used this knowledge in target-setting conferences. One older employee was allowed more flexible working hours. As a result, his short-term sickness absence disappeared. Discussing the issues was great.You learn quite a bit that you don't think about otherwise. Younger employees assume increasing responsibility during the shift in generations because their self-confidence and expertise is reinforced We've thought about a bunch of these questions, but haven't actually had a toolbox before.
© AMSAB® BS, Valencia, September Vattenfall Service Nord AB ”The Age-awareness Leadership has given us more satisfied personnel and we have increased our production and profit” –Managing Director Fredrik Holmgren
© AMSAB® BS, Valencia, September A scientific evaluation - The Municipality The Managers received skills that would make it easier for them to identify the needs and qualifications of older workers Even though the training had a focus on older workers (45+), it will not only be beneficial for this group. Many of the managers foresee that the principle of Age Management can be applied for all employees, regardless of age
© AMSAB® BS, Valencia, September A scientific evaluation - The Municipality Managers testified that the training has given them arguments to fight early retirements. This can surely help motivate older workers to stay longer in work life All the interviewed managers expressed that the mentorship programme had been very valuable. It had strengthened them as individuals as well as managers The staff of the managers confirmed that the managers did practice Age Management in reality. Positive effects were noted related to work environment and rehabilitation
© AMSAB® BS, Valencia, September A scientific evaluation - The Municipality The intervention has been effective Middle managers have gained knowledge useful for them in their role as managers The managers are using their knowledge and insights in practice and will also use them in the future
© AMSAB® BS, Valencia, September Our experiences Objections and obstacles you might face Lack of commitment from Top Management in reality “Older employees should not be granted any favours” “We don’t have a problem with attitude towards 50+. Older staff are not discriminated in our company” “Let people retire early – they deserve it. Besides, many of them cannot cope with the demands of modern working life” “Younger persons do need the job. They will also be more flexible, open to change and willing to adopt new methods, especially IT” The call for “check-lists” and “quick fixes” The need for very individual solutions; reactions of “unfairness”
© AMSAB® BS, Valencia, September Our experiences The Possibilities Managers react very positively to the knowledge-based training –A strong and realistic understanding for the necessity of successful Age-awareness Leadership –A clear willingness to apply in practice at the work place Managers values and attitudes towards ageing are of vital importance. –Increased knowledge and competence about the relationship between ageing and work ability is the key to create a more open and positive attitude Managers need training and support to practice Age-awareness Leadership in their own way –It must be useful for them in their daily management –It sometimes takes time and patience but can also offer rather immediate results Staff as well as labour unions react very positive to the concept of Age-awareness Leadership
© AMSAB® BS, Valencia, September Age Management/ Ageawareness Leadership – our basic strategies after the interventions It is of crucial importance how and by whom the Ageawareness Leadership is launched within the company/organisation Managers are pragmatic, they will use information and knowledge that can be of practical use in their daily leadership Managers are very interested in a more evidence based management
© AMSAB® BS, Valencia, September
© AMSAB® BS, Valencia, September Thank you for listening! Barbro Skoglund AgeManager®
1 The European Qualifications Framework (EQF) Loukas Zahilas, Project Manager
Holistic approach on WHP and older workers Brussels –
1 Employability of an Ageing Workforce Dr. Gerlinde Ziniel European Foundation for the Improvement of Living and Working Conditions.
1 Active Labour Market Policies in the UK: What is the Secret of the British Success? March 2005 Bill Wells: UK Department for Work & Pensions. at:
The Open University A Case Study Veronica Barnes & Charlotte Bruce-Foulds The Open University The OCM 1.
1. Choosing outcomes and measures - for doing and using research James Lind Alliance Outcomes in clinical research – whose responsibility? 20 November.
EU Presidency Conference Effective policies for the development of competencies of youth in Europe Warsaw, November 2011 Improving basic skills in.
No 1 IT Governance – how to get the right and secured IT services Bjorn Undall and Bengt E W Andersson The Swedish National Audit Office Oman
The Danish Model of Flexicurity – An Active Labour Market Strategy for Older Workers International Seminar for Experts organised in the series Great Debates.
Southwood School: A Case Study in Training and Development Fiona L. Robson 2008.
NORMAPME ISO User Guide for European SMEs The essence of. Guido Gürtler
European Commission Directorate-General Employment, Social Affairs and Equal Opportunities New Skills for New Jobs Annual Northern Ireland Skills Conference.
EU perspectives on Teacher Education. 2 History Subsidiarity – Treaty Article 149 EU action restricted to Socrates and Lingua programmes until 2000 Lisbon.
by Tina Williams / Arranged by Dean Walker1 MOVING UP THE CAREER LADDER 10 surefire ways to get to the top.
AGEING AND EMPLOYMENT POLICIES THE NETHERLANDS WORKING BETTER WITH AGE Dutch Ministry of Social Affairs and Employment, Wednesday 16 April 2014 Stefano.
1 Laila Castaldo and Ilaria Savoini Brussels, 27 January 2015 “More and better jobs for young people in the commerce sector” Project submitted in relation.
2012 EUROPEAN YEAR FOR ACTIVE AGEING AND SOLIDARITY BETWEEN GENERATIONS.
Organizational Behavior MBA-542 Instructor: Erlan Bakiev, Ph.D. 1-1.
1 of 21 Information Strategy Developing an Information Strategy © FAO 2005 IMARK Investing in Information for Development Information Strategy Developing.
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved Chapter The Future of Training and Development.
Building on Experience Madeleine Starr Carers UK.
25 seconds left….. 24 seconds left….. 23 seconds left…..
1 1 The Roles of a Sports Coach.
VANTAAN KAUPUNKI CITY OF VANTAA How does the City of Vantaa promote gender equality & non-discrimination of all people? Seminar for local government female.
A SMALL TRUTH TO MAKE LIFE 100%. If A B C D E F G H I J K L M N O P Q R S T U V W X Y Z is equal to
Demonstrating the Value and Benefits of Career Development Services to Social and Economic Growth CDSWG Report: 2009.
SNDT Women's University Introduction to Evaluation and Assessments Presented by Kathleen (Kat) Miller, Senior Consultant with Booz Allen Hamilton 4.
Managing Your Staff. BOF Findings Recruitment takes longer and can be more expensive More lead-in time because induction takes longer + Access To Work.
What Employers Want Kristian Rumble – Graduate Employment Manager.
Project Partners: Funded by: CADENZA Community Project: Elder-Friendly Employment Practice Dr. Benise Mak CADENZA Faculty of Social Sciences, The University.
Vision: A strong and capable civil society, cooperating and responsive to Cambodias development challenges 1.
OLDER WORKERS AND REGIONAL EMPLOYMENT POLICY Dr.Elizabeth Mestheneos 50+Hellas AGE Platform.
Managing People Managing people is much more of an art than it is a science.
1 An Ageing Workforce Opportunities for RTOs. 2 Part one: Australias Demographics What makes the next decade any different to the previous three (or more)
12 Rules for Defusing Problematic Employees. 12 Rules For Defusing Problematic Employees 2 There are ways to deal with difficult employees. Take action.
Presentation audit workandfamily Staatliches Gütezeichen Awarded by the Federal Minister for Families and Youth Valid for 3 years after bestowal.
BENCHMARKS AND WORK PLANS PLANNING TO ORGANISE Benchmarks and work plans 0.
List 6 or 7 areas that you might expect staff welfare to cover other than basic safety and illness Stress Personal problems ( both in & out of work)
Benefits of Public Services for the Employment in Flexicurity* implementation: To help in transitions during the Crisis Conference : « Flexicurity in times.
Women in the workforce – addressing the challenge of demographic change OPEN DAYS 11/10/2005 Virag Sandor DG REGIO.
EEO/Diversity in the workplace 20 th May EEO in the workplace EEO is about ensuring employers get the best person or team for the job EEO is about.
MANAGEMENT RICHARD L. DAFT. Managing Human Resources CHAPTER 11.
Research Findings and Issues for Implementation, Policy and Scaling Up: Training & Supporting Personnel and Program Wide Implementation
School Leadership that Works: From Research to Results Marzano, Waters, and McNulty 2005.
11-1 Creating the Consultative Sales Presentation Selling Today 10 th Edition CHAPTER Manning and Reece 11.
The New Quality of Work Initiative (INQA) Demographic Change Consultant - a Training for the Consulting of Enterprises Hilke Berkels, Federal Institute.
Your Name Block Date CM2.01 All About Me! 1. UNITA: Personal/Social Development Competency CM02.00: Evaluate positive interpersonal skills in a variety.
Regional Policy EUROPEAN COMMISSION Regions delivering Lisbon through Cohesion Policy Press Briefing by Regional Policy Commissioner Prof. Danuta.
Promoting Regulatory Excellence Self Assessment & Physiotherapy: the Ontario Model Jan Robinson, Registrar & CEO, College of Physiotherapists of Ontario.
Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 8.1 Interest in Staff Retention Depending on tightness.
© 2017 SlidePlayer.com Inc. All rights reserved.