1. Working after 50: managing a healthy ageing workforce
Matt Flynn

2. Age diversity guide Written in partnership between HWL, CROW, CIPD
Based on discussions with HR practitioners in Edinburgh, Gloucester, London
Discusses good age management practice and provides the business case
Focuses on Health & Well-being; Skills and Training; Recruitment; Flexibility; Performance Management

3. Why employers need older workers
Retain skills and knowledge
Tackle skills and labour shortages
Mentoring younger workers
Two challenges:
Make effective use of existing older workers
Make better use of the pool of unemployed/ inactive older people

4. Three kinds of older workers
A lot of older people want to work longer
With age the older workforce profile changes, as the less motivated drop out
There are three groups motivated to continue:
A large group who have found a niche which offers high job satisfaction and security
A second group are much more anxious, stressed
A large group are unemployed/ inactive and would like to work (many with good qualifications and experience)

5. Managing a healthy ageing workforce: Five Topics

6. Health and Wellbeing
Wide variety of health and ability amongst older workers (no uniform pattern)
One third of older inactive (not registered unemployed) would like to work/one third of inactive work with a disability
Stress highest in mid-career; job insecurity highest at periphery
Job insecurity can be as bad for health as job loss
Job control, autonomy, manageable workloads associated with good health

7. Skills and Training
Skills shortages are widespread, and skills demands are rising, raising demand for some older workers
Older workers less likely to have (current/ any) formal qualifications which are valued by employers
Older workers are unlikely to consider themselves to have a training need
Learning can build on rather than replace experience
Older workers have an important role in mentoring and sharing knowledge

8. Recruitment
Age discrimination is unlawful, but very common in recruitment
Managers perceive older workers as having unrealistic expectations – in earnings and/or status
The chances of returning to work after redundancy over 50 are very low, regardless of qualifications and experience
Employers can do more to develop the “talent pipeline”, especially for older people considering changing career direction
Recruitment agencies can be part of the solution

9. Flexible working
The most frequently requested form of change (after 65 the majority are working part-time)
Informal flexible work arrangements more common than formal arrangements (flexitime, part-year, job sharing)
Organisational benefits (reputation, flexible firm)
Restricts career progression
More acceptable to general workforce if universal – not just for “special” groups

10. Performance management
“Difficult conversations” are difficult (but necessary)
Formal and informal performance management both matter
Pathway to better working lives
Older workers are less likely to receive feedback
Relationships, and trust are critical
Some younger managers find it difficult with older employees

11. Some help…..
Active Ageing through Social Partnership and Industrial Relations Expertise
Workshops on ageing with employers and unions
Training material for managers and union representatives
Improving working conditions for older social care workers in Malaysia
Interviews with care workers and employers
Working with both to try interventions

12. Thank you!