Working and ageing - Cedefop - Europa

More documents

Recommendations

Info

58 Working and ageing Guidance and counselling for mature learners severity of the problem varies: problems are particularly expected by larger enterprises with more than 500 employees (74%), but only 55% of small enterprises with 10 to 19 employees anticipate problems. Especially enterprises in the sectors transport, storage and communication (75%), construction (74%) and real estate, renting and business activities (71%) expect problems. By contrast, a markedly smaller share (23%) of enterprises in the sector ʻother community, social and personal service activitiesʼ foresee problems. Enterprises were also asked how they assessed their chances of compensating for early retirement of older employees by hiring younger employees. Of these enterprises, 35% view their chances as poor and 30% as good. Medium-sized and large enterprises in particular judged their chances positively. Enterprises in the financial intermediation sector were especially negative in their assessment. By contrast, at nearly 80% skilled trades viewed their chances positively. One reason that 49% of enterprises which provide continuing vocational training cited for not being able to compensate for early retirement of older employees by hiring younger employees, is that these individualsʼ qualifications and skills are not a precise fit for their enterprise; 34% say that the volume of labour supply is not sufficient. All in all, this means that recruitment problems are already visible. Of enterprises that provide continuing vocational training, 67% take the age structure of the enterpriseʼs workforce into consideration in their personnel and organisation development policy. Some 68% see the proportion of young employees to older employees in their individual enterprise currently well balanced. The German additional survey also examined which employeesʼ competences are fostered by different types of continuing vocational training in enterprises (Moraal et al., 2009a). Individual competence dimensions taken together depict occupational competence and are not to be viewed as isolated variables (Hensge et al., 2008). The survey broke occupational competence down into the following four dimensions: (a) social competence (such as ability to work on a collaborative basis with colleagues, ability to deal competently with customers); (b) personal competence (such as ability to work alone, assumption of responsibility); (c) methodological competence (such as ability to solve problems, better time management, organisational skills); (d) technical competence (such as specialised knowledge and skills specific to a task or job). Using this method, the study examined whether not only technical competence but also transversal competences such as social, methodological
CHAPTER 3 Demographic changes and challenges in Europe with special focus on Germany 59 and personal competences have become more important. Comparing the importance of individual competences for an enterprise in relation to the strengths of older employees shows that older employees are particularly seen to have a greater degree of methodological and social competence. Little difference exists in personal and technical competences between younger and older employees. Older employeesʼ strengths and experience are put to use for other employees in 85% of enterprises that provide continuing vocational training. Analysing the measures used by enterprises to bind older employees over a longer period (stay) or to reintegrate them into employment ((re)entry), the additional German survey shows that only 31% of enterprises that provide continuing vocational training use such instruments. However, 35% will use them in the future. The most significant instruments are special measures in job structuring and flexible working arrangements (73%), but in the future these instruments will be used less (65%). Of enterprises, 48% use targeted health promotion measures which will be used much more in the future (65%). Ageing-oriented personal development/continuing training measures are the third most frequently used type (37%). These will also become more important in the future (42%). Enterprises will also use a transgenerational corporate culture (currently 23% and 31% in the future) and ageing-oriented personnel policies (currently 19% and 32% in the future) more frequently in the future. Regular continuing vocational training of older employees is key to keep them in employment. Of the surveyed enterprises 65% feel that continuing vocational training could reduce the negative effects of the anticipated decline in labour supply. Enterprises support their older employees who undergo continuing training by providing them with financial assistance (90%), releasing them from work (89%), offering flexible working hours (80%) and providing access to enterprise resources (74%). They offer these assistance measures to an almost equal degree. External promotion of an age-based company policy (such as by public promotion or fixed in collective agreements) should refer to this differentiated mix of support measures already used in enterprises. Of enterprises which participated in the German additional survey, 36% are aware of government funding programmes ( 20 ) and 35% feel that special continuing vocational training for older employees is a good idea. ( 20 ) In Germany ʻPerspektive 50 plus (http://www.perspektive50plus.de – 17.6.2011) or WeGebAU (http://www.arbeitsagentur.de/Dienststellen/RD-BW/Stuttgart/AA/A01-Allgemein-Info/Publikation/ pdf/Wegebau2007.pdf – 17.6.2011). The ʻPerspektive 50 plusʼ programme is implemented by the Federal Ministry of Labour and Social Affairs to promote more and better employment for older people. It is targeted at the regions and has launched a series of regional pacts since 2005.
Page 1:
EN Working and ageing Guidance and
Page 4 and 5:
A great deal of additional informat
Page 7 and 8:
Foreword Population ageing is one o
Page 9 and 10:
Acknowledgements This publication r
Page 11 and 12:
8. Policy, research and practice: s
Page 13 and 14: 14.2. Participation rates of indivi
Page 15 and 16: CHAPTER 1 Setting the scene: promot
Page 23 and 24: To improve quality and transparency
Page 25 and 26: Gomes present the set-up and outcom
Page 29: CHAPTER 1 Setting the scene: promot
Page 32 and 33: CHAPTER 2 Do European employers sup
Page 34 and 35: 28 Working and ageing Guidance and
Page 96 and 97: CHAPTER 5 Cognitive ageing in older
Page 114 and 115:
108 Working and ageing Guidance and
Page 116 and 117:
Page 118 and 119:
Page 120 and 121:
Page 122 and 123:
Page 124 and 125:
Page 126 and 127:
Page 128 and 129:
Page 131 and 132:
PART 2 Meeting the challenges - Eme
Page 133 and 134:
unmet demand is limited, as is the
Page 135 and 136:
people in the second phase (25-50)
Page 137 and 138:
CHAPTER 7 Learning, work and later
Page 139 and 140:
are now better than ever before, es
Page 141 and 142:
Page 143 and 144:
Page 145 and 146:
Page 147 and 148:
Page 149 and 150:
Page 151 and 152:
CHAPTER 8 Policy, research and prac
Page 153 and 154:
Page 155 and 156:
will need to be supported by struct
Page 157 and 158:
Page 159 and 160:
ʻflexicurityʼ model is challenged
Page 161 and 162:
Page 163 and 164:
different forms of retirement (2010
Page 165 and 166:
8.8. Policy considerations CHAPTER
Page 167 and 168:
Page 169 and 170:
Page 171 and 172:
Page 173 and 174:
9.1. Introduction CHAPTER 9 Changin
Page 175 and 176:
CHAPTER 9 Changing patterns of guid
Page 177 and 178:
their continuing learning and devel
Page 179 and 180:
Table 9.4. Use of past work experie
Page 181 and 182:
Page 183 and 184:
Page 185 and 186:
Page 187 and 188:
Page 189 and 190:
Page 191 and 192:
Page 193 and 194:
CHAPTER 10 Career development in la
Page 195 and 196:
Page 197 and 198:
Page 199 and 200:
Page 201 and 202:
Page 203 and 204:
Page 205 and 206:
life, much will change. Cate and Jo
Page 207:
Page 210 and 211:
CHAPTER 11 Maintaining senior emplo
Page 212 and 213:
Page 214 and 215:
Page 216 and 217:
Page 218 and 219:
Page 220 and 221:
Page 222 and 223:
Page 224 and 225:
Page 226 and 227:
Page 228 and 229:
Page 230 and 231:
Page 232 and 233:
Page 234 and 235:
Page 236 and 237:
Page 238 and 239:
Page 240 and 241:
Page 242 and 243:
Page 244 and 245:
Page 246 and 247:
Page 248 and 249:
Page 250 and 251:
CHAPTER 13 A Swedish programme for
Page 252 and 253:
Page 254 and 255:
Page 256 and 257:
Page 258 and 259:
Page 260 and 261:
Page 262 and 263:
Page 264 and 265:
Page 266 and 267:
Page 268 and 269:
CHAPTER 14 Realising the potential
Page 270 and 271:
Page 272 and 273:
Page 274 and 275:
Page 276 and 277:
Page 278 and 279:
Page 280 and 281:
Page 282 and 283:
Page 284 and 285:
Page 286 and 287:
Page 288 and 289:
Page 290 and 291:
Page 292 and 293:
CONCLUSIONS Ageing Europe at work -
Page 294 and 295:
Page 296 and 297:
Page 298:
EN Working and ageing Guidance and
show all

Working and ageing - Cedefop - Europa

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?