Age profiling - Mature @ EU

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HM Land Registry “Age seemed to be the one diversity issue that all managers could relate to”, said, John Nicholson when he joined HMLR in 2000. “We decided to age profile across the whole business and then carry out a further analysis by job band. Age profiling was unexpectedly useful in that it has helped forge the link in with other issues, and support the holistic approach to diversity we are striving to achieve. For instance, we felt we should try and attract more younger workers and women returners and age profiling suggested we should not only review our ethnic minority policies but also revisit how we promoted flexible working and child care provision.” John Nicholson, Head of Diversity HMLR “Age profiling can provide a focussed snapshot of your workforce and is a useful additional method of measuring business performance.” Recruitment and retention Age profiling is one of the most powerful tools you can use to measure the effectiveness of recruitment policies and to establish whether you are an employer of choice. By profiling the applicant pool, interview pool, and successfully appointed personnel you can learn much about your recruitment process. By then measuring the age profile of those exiting the business, say at 3 months, 6 months and a year, further evidence can be gathered about the effectiveness of your recruitment and induction system. But different businesses have – and are happy with – different rates of turnover. For you it may not be a question of recruitment, but of retention. Once again age profiling will help you better understand the current picture and provide useful indictors on how best to retain, rather than recruit staff. In fact, the age profiling of personnel exiting the organisation correlated against their reasons for leaving may well provide clear indications of frustrations within certain age categories.Your business may be losing high fliers, managers of the future, or key personnel. Employee satisfaction A number of organisations now include age as a factor in employee surveys. Analysing the results by age may provide you with evidence of varying satisfaction levels within different age groups of staff. Added to analysis of exit information, this data could also provide evidence of how well you are meeting your employees’ expectations. EFA consider it essential to cross refer age statistics with other diversity statistics, such as gender, race, disability, etc. Work-life balance and family friendly policies Many organisations have initiated policies that address work-life balance issues. Often these are focussed around the needs of a particular group of workers – such as women with young children. However, analysis of your employees by age, may well highlight that growing numbers may have elder-care, rather than child-care needs. Age profiling – a lever for change Age profiling provides you with a sophisticated technique that will deliver internal evidence to support a change of policy or to encourage better practice.
Cross referencing EFA encourages employers to cross refer age profiles with other diversity statistics such as gender, race, disability etc. Regional demographics show considerable variation, so it is always worthwhile crosschecking your local business profile with regional or local statistics. The chart below compares Greater London with the South West.The differing profiles are immediately apparent. Projected female labour force 2006 Thousands 500 400 300 200 260 195 400 210 495 310 16-24 25-34 35-44 45-59 Age Greater London South West 480 395 Age profiling and the law It is uncertain whether the future age discrimination legislation, due to be enacted by 2006, will force employers to age profile. Many commentators predict that the legislation may require statistical monitoring of staff by age. Employers who regularly age profile their staff as part of their HR and diversity monitoring systems, will certainly be better placed, should they have to ‘justify’ any action in a tribunal. The FIVE ‘E’s of age profiling: Efficient helps Evaluate is Effective and provides Evidence In fact it is Essential New Bullet tbc Source: ONS 2002 “Age profiling provides alternative ways of looking at your people – while it can’t provide a cure, it can confirm a diagnosis!” Age profiling – a practical guide DO’S Do focus in on key teams, departments or business units Do cross refer age to other diversity/HR issues Do measure your profile against that of your customers to identify opportunities Do check your profile against that of your region or locality Do look at applicants or those leaving the business Do compare your profile against future needs Do remember when making comparisons that demographics vary significantly across the UK DON’TS Don’t just look at the whole business Don’t just measure by age Don’t just monitor employees Don’t forget to keep records, you may need evidence in the future Don’t just monitor existing staff Don’t just look at the picture now Don’t underestimate the projected shift in the UK population over the next 20 years
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