Working and ageing - Cedefop - Europa

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54 Working and ageing Guidance and counselling for mature learners occupations – be it hobbies, small-scale utility value production for the household, the neighbourhood or the community, membership of clubs or associations, care for children, grandchildren or other family members – then a ʻjumpʼ out of the labour force, away from wage work towards self-determination of everyday life, would seem rather tempting. This of course has to be balanced against the economic costs of retirement from the labour market. If the costs in terms of income loss are not too high, the temptation to ʻjumpʼ is naturally higher (Sørensen and Møberg, 2005). 3.4.4. Transitional forces influencing labour demand Stay Permanent updating of qualifications of older employees and hence regular continuing vocational training of older employees is one dimension which supports the stay forces. Another dimension is improving working and health conditions for older employees and to offer more attractive jobs so older workers are willing to stay longer on the labour market. (Re)entry In case of dismissals of (older) employees having very little chance of finding another job, training or retraining of the unemployed is an important policy option. The crucial question is what chances the individual might have to return to employment. This depends on individual characteristics, especially if qualifications have a transfer value and are in demand elsewhere in the labour market and, of course, there must remain a certain time span in which the enterprise could profit from the (new) qualifications. Naturally it is much shorter for older workers. Even with appropriate qualifications, an enterprise might prefer a younger applicant for whom financing continuing vocational training shows a better return on the balance sheet. Particularly unskilled or low-skilled older unemployed are in danger of being excluded from (re)entry measures – and so are some skilled unemployed, depending on whether their qualifications are scarce (or unique, which might be the case for some groups of highly educated top-level employees) or are common and in surplus in the labour market. Older persons with (partial) incapacity, who therefore cannot find a job on ʻnormalʼ terms, can be integrated into the labour market if they are offered public support for establishing jobs with some kind of protected conditions. Employers could also make jobs for older employees
CHAPTER 3 Demographic changes and challenges in Europe with special focus on Germany 55 more attractive, so that waged work could compete better against non-waged work activities. Job enrichment and a more attractive working environment might, therefore, prove effective (Sørensen and Møberg, 2005). Counselling both enterprises and older persons could be a promising element to identify new chances – especially for the predicted skills shortage and demographic changes. In Germany, employment agencies are the first contact points for both. 3.5. Empirical results from CVTS3 and the AgeQual project Discussion on the influences of push, pull, jump, stay and (re)entry processes makes it clear that public policy can primarily influence pull forces and indirectly stay and (re)entry forces which govern exit and entry mechanisms on the labour market, the supply side. However, policies influencing enterprises have a role to play as well – it is also important to consider the demand side of the labour market. Importance of the demand side is most directly related to stay and (re)entry forces, since enterprises decide on hiring and firing. Ability of enterprises to avoid involuntary ʻjumpʼ is limited in the short term, but could be improved over the longer term if enterprises concentrate their personnel policies more on training/retraining and improving working conditions in enterprises. Stay and (re)entry forces are significant in negative aspects of pull forces. To attract appropriate staff an enterprise must ensure that the working conditions resulting from a personnel policy are well adjusted to the – divergent – preferences of both existing staff members and those to be recruited. What can enterprises do for older employees (stay) and eventually for older unemployed persons ((re)entry)? Which measures are enterprises initiating and how can they afford support (such as financial support or counselling)? Some answers are given in the next sections: first, by presenting some results of the third European continuing vocational training survey (CVTS3) and the additional German CVTS3 survey ( 16 ). Second, the Leonardo-II project AgeQual, continuing vocational training for older employees in SMEs and development of regional support structures, shows how enterprises can be supported, for example by regional qualification networks. ( 16 ) Especially the latter survey shows that provision of effective support for older employees requires a differentiated mixture of measures.
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EN Working and ageing Guidance and
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A great deal of additional informat
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Foreword Population ageing is one o
Page 9 and 10: Acknowledgements This publication r
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PART 2 Meeting the challenges - Eme
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unmet demand is limited, as is the
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people in the second phase (25-50)
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CHAPTER 7 Learning, work and later
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are now better than ever before, es
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CHAPTER 8 Policy, research and prac
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will need to be supported by struct
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ʻflexicurityʼ model is challenged
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different forms of retirement (2010
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8.8. Policy considerations CHAPTER
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9.1. Introduction CHAPTER 9 Changin
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CHAPTER 9 Changing patterns of guid
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their continuing learning and devel
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Table 9.4. Use of past work experie
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CHAPTER 10 Career development in la
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life, much will change. Cate and Jo
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CHAPTER 11 Maintaining senior emplo
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CHAPTER 13 A Swedish programme for
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CHAPTER 14 Realising the potential
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CONCLUSIONS Ageing Europe at work -
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EN Working and ageing Guidance and
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Working and ageing - Cedefop - Europa

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