A Guide to Managing an Ageing Workforce - Public Sector ...
A Guide to Managing an Ageing Workforce - Public Sector ...
A Guide to Managing an Ageing Workforce - Public Sector ...
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Link perform<strong>an</strong>ce<br />
Consider exp<strong>an</strong>ding the<br />
perform<strong>an</strong>ce m<strong>an</strong>agement<br />
system <strong>to</strong> link individual goals<br />
<strong>an</strong>d perform<strong>an</strong>ce with the agency<br />
at the local, corporate <strong>an</strong>d public<br />
sec<strong>to</strong>r level.<br />
Individuals c<strong>an</strong> then see how<br />
their perform<strong>an</strong>ce impacts on the<br />
overall perform<strong>an</strong>ce of the agency<br />
<strong>an</strong>d increases responsibility <strong>an</strong>d<br />
motivation.<br />
3.4 Learning <strong>an</strong>d Development for all Employees<br />
Continuous learning <strong>an</strong>d development is vital <strong>to</strong> meet the career aspirations of employees <strong>an</strong>d <strong>to</strong> meet the<br />
ch<strong>an</strong>ging needs of the agency. Greater access <strong>to</strong> learning <strong>an</strong>d development opportunities may increase job<br />
satisfaction <strong>an</strong>d support retention.<br />
Mature employees welcome the opportunity for learning <strong>an</strong>d development xviii <strong>an</strong>d research has shown that<br />
they are as capable as younger employees at learning new skills. As mature employees have been shown <strong>to</strong><br />
stay with <strong>an</strong> employer for longer, it is wise <strong>to</strong> train <strong>an</strong>d develop them xix .<br />
Strategies for Learning <strong>an</strong>d Development across age groups<br />
Initiatives<br />
Ensure equal access<br />
Action/opportunity<br />
All employees should have equal access <strong>to</strong> learning <strong>an</strong>d development<br />
opportunities. This demonstrates a commitment <strong>to</strong> merit <strong>an</strong>d equity,<br />
rather th<strong>an</strong> age-based assumptions.<br />
Develop a policy<br />
Link learning <strong>an</strong>d development <strong>to</strong><br />
career intentions<br />
Promote learning <strong>an</strong>d<br />
development opportunities<br />
The learning <strong>an</strong>d development process should be fair <strong>an</strong>d commit <strong>to</strong><br />
increase the capability of all employees.<br />
Career intentions should be discussed with employees as m<strong>an</strong>y<br />
people establish new career directions throughout the course of their<br />
working life. Career intentions c<strong>an</strong> be lateral or vertical. To encourage<br />
ownership <strong>an</strong>d increase motivation, get employee input on the<br />
learning <strong>an</strong>d development that will assist them in their work. Training<br />
pl<strong>an</strong>s should be developed <strong>an</strong>d actioned as part of <strong>an</strong> employee<br />
perform<strong>an</strong>ce development review<br />
Communicate the learning <strong>an</strong>d development opportunities available<br />
<strong>to</strong> employees. These opportunities should also be promoted in the<br />
recruitment process <strong>to</strong> support attraction strategies.<br />
16<br />
A <strong>Guide</strong> <strong>to</strong> <strong>M<strong>an</strong>aging</strong> <strong>an</strong> <strong>Ageing</strong> <strong>Workforce</strong><br />
www.publicsec<strong>to</strong>r.wa.gov.au