Working and ageing - Cedefop - Europa
Working and ageing - Cedefop - Europa
Working and ageing - Cedefop - Europa
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58<br />
<strong>Working</strong> <strong>and</strong> <strong>ageing</strong><br />
Guidance <strong>and</strong> counselling for mature learners<br />
severity of the problem varies: problems are particularly expected by larger<br />
enterprises with more than 500 employees (74%), but only 55% of small<br />
enterprises with 10 to 19 employees anticipate problems. Especially enterprises<br />
in the sectors transport, storage <strong>and</strong> communication (75%), construction (74%)<br />
<strong>and</strong> real estate, renting <strong>and</strong> business activities (71%) expect problems. By<br />
contrast, a markedly smaller share (23%) of enterprises in the sector ʻother<br />
community, social <strong>and</strong> personal service activitiesʼ foresee problems.<br />
Enterprises were also asked how they assessed their chances of<br />
compensating for early retirement of older employees by hiring younger<br />
employees. Of these enterprises, 35% view their chances as poor <strong>and</strong> 30%<br />
as good. Medium-sized <strong>and</strong> large enterprises in particular judged their<br />
chances positively. Enterprises in the financial intermediation sector were<br />
especially negative in their assessment. By contrast, at nearly 80% skilled<br />
trades viewed their chances positively. One reason that 49% of enterprises<br />
which provide continuing vocational training cited for not being able to<br />
compensate for early retirement of older employees by hiring younger<br />
employees, is that these individualsʼ qualifications <strong>and</strong> skills are not a precise<br />
fit for their enterprise; 34% say that the volume of labour supply is not<br />
sufficient. All in all, this means that recruitment problems are already visible.<br />
Of enterprises that provide continuing vocational training, 67% take the age<br />
structure of the enterpriseʼs workforce into consideration in their personnel<br />
<strong>and</strong> organisation development policy. Some 68% see the proportion of young<br />
employees to older employees in their individual enterprise currently well<br />
balanced.<br />
The German additional survey also examined which employeesʼ<br />
competences are fostered by different types of continuing vocational training<br />
in enterprises (Moraal et al., 2009a). Individual competence dimensions taken<br />
together depict occupational competence <strong>and</strong> are not to be viewed as isolated<br />
variables (Hensge et al., 2008). The survey broke occupational competence<br />
down into the following four dimensions:<br />
(a) social competence (such as ability to work on a collaborative basis with<br />
colleagues, ability to deal competently with customers);<br />
(b) personal competence (such as ability to work alone, assumption of<br />
responsibility);<br />
(c) methodological competence (such as ability to solve problems, better time<br />
management, organisational skills);<br />
(d) technical competence (such as specialised knowledge <strong>and</strong> skills specific<br />
to a task or job).<br />
Using this method, the study examined whether not only technical<br />
competence but also transversal competences such as social, methodological