1019 2b-450 employers eaps-hylton
Post on 22-Jan-2015
132 Views
Preview:
DESCRIPTION
TRANSCRIPT
EAPA'S 2013 WORLD EAP CONFERENCE
PHOENIX, AZ
CHRIS HYLTON, MA
Employers, EAPs, and the Aging Tsunami
2
Learning Objectives
How a Tsunami forms
The multigenerational workplace
Staying healthy, staying productive
Recruitment strategies for older workers
Companies that are getting it right!
3
BUT
This is really your time and your show!
Tell me what you would like covered in today’spresentation.
4
How a Tsunami Forms
5
Canada Tsunami
Source: Statistics Canada.
* Projected population.
6
US Tsunami Age 65 + Age 85+
7
0
10
20
30
40
50
1960 1980 2000 2040 2060 2080
1 old / 5 young
1 old / 2.5 young
US
Rati
o o
f P
eop
le 6
5+
to P
eop
le 1
8-
64,
%
CG Hylton
Replacement Ratio
8
The Aging Tsunami
By 2021, 1 in 4 Canadian workers will be over age 55By 2015, 1 in 5 European workers will be over age 55By 2016, 1 in 3 American workers will be over age 50
9
PEOPLE ARE CONTINUING TO WORK LONGER THAN EVER
BEFORE.
THERE ARE CURRENTLY FOUR GENERATIONS ACTIVE IN
WORKPLACES ACROSS CANADA, THE UNITED
STATES, AND EUROPE.
The Multigenerational Workplace
10
Generations in the Workplace
Veterans (born before
1946)
Baby Boomers (1946 – 1965)
Generation X (1966 – 1980)
Generation Y (1981 –
2000)
Workplace
The real difference in generations
12
Personal characteristics of each generation
Traits Veterans Baby Boomers
Generation X
Generation Y
Core Values RespectConformDiscipline
OptimismInvolved
SkepticalFunInformal
ConfidentEXTREME funSocial
Family TraditionalNuclear
Disintegrating
Latch Key kids
Merged families
Communication
One on oneMemos
Phone Cell phones InternetSmart phonesEmailSocial media
Dealing with Money
Use cashSavings
Buy now, pay later
CautiousConservativeTrying to save
Earn to spend
13
Workplace characteristics of each generation
Workplace Traits
Veterans Baby Boomers
Generation X
Generation Y
Work ethic Respectful of authority
WorkaholicsQuestion authority
Structure and direction
TenacityMultitaskingEntrepreneurs
Leadership style
Command and control
Quality is important
All workers equal
Still being determined. . .
Communication
Written and formal
In person Direct and immediate
Electronic, social media
Motivated by Being respected
Being valued and needed
Freedom Working with other bright people
14
Aging advantage
Life experienc
e
Wisdom
Strategic Rational
Responsible
Productive
Communication
Confident
Mentor
15
Older Worker Needs
Want Flexibility
MoreGrowth
Know they are Adding
value
WorkplaceModifications
Needs
16
Understanding age management
European Agency for Health and Safety at Work defines age management as emphasizing that “age related factors should be taken into consideration in daily management, including work arrangements and individual work tasks, so that everybody, regardless of age, feels empowered in reaching their own and corporate goals.”
17
8 key targets for successful age management
Awareness
Fair attitudes
Core manageme
nt taskHR policies
Promotingproductivit
y
Lifelong learning
Age friendly
Dignified retirement
SUCCESS!
18
Basic needs of all generations
Respectful and inclusive workplace
Health and Safety strategies
Clearly defined performance expectations
Access to tools, resources, feedback, and coaching to encourage success
19
Staying healthy, staying productive
Health and Safety
Employer and EAP Programs
20
Health and Safety
Ergonomics
• Minimizing hazards
• Setting up for success
Job Demands
• Changing bodies, changing demands
Training
• Maintaining safe work skills
21
Health and Safety
Name 5 things that your organization could do TODAY that would help to improve health and
safety outcomes for older workers in the workplace?
Be sure to include at least 1 example from each of the following categories: ergonomics, job
demands, and training.
22
Accommodations
VoluntaryAccept limitations accommodations are
acceptedDisclosure not punishedConfidentiality is respectedIndividual is involved in decision making about
their positionDeveloping job description and identifying
reasonable accommodations and updating periodically to meet the individual’s changing needs
23
Is Accommodation complicated?
24
EAP and Older Workers
Have higher levels of personal / workplace stress
Face > workplace relationship / conflict problems but < marital/relationship issues which are leading sources of personal distress among other age groups
Less likely to access EAP services including work/life services, and therefore may be missing out on the preventative benefits of these services
Source: The Aging Workforce: An EAP’s Perspective 2004 Series, Vol. 3, Issue 6
25
Employer Programs / EAPs
Financial planning
Interpersonal Relations
Aging/Healthy Lifestyle
26
Simple Solutions
27
Financial planning / Retirement Planning
Government
programs
Retirement income
Tax planning
HousingPlanning for the future
28
Interpersonal Relations
Workplace dynamics Teambuilding
Generations in the workplace Gen X Gen Y New hires Celebrate wisdom
Mentoring Examples in your workplaces?
Other?
29
Aging / Healthy lifestyle
Nutrition Fitness
Sleep Relaxation
30
Employer and EAP Programs
Name 5 things that your organization could do TODAY that would help to improve
participation from older workers in Employer and Employee Assistance Programs.
Be sure to include at least 1 example from each of the following categories: financial
planning, interpersonal relations, and healthy lifestyle.
31
Employee Assistance Programs
What do you think the major challenges will be in getting older workers to participate in
employee assistance programs?
What can you put in place when developing programs to minimize or eliminate these
challenges?
32
Recruitment is Key
Any ideas why this is such a key issue today?
33
1,5001,7001,9002,1002,3002,5002,7002,900
2000 2005 2010 2015 2020
Projected shortage of over 1,000,000 nurses in 2020
FTE’s
(Th
ou
san
ds) Projected RN
Demand
Projected RN Supply
US National Supply and Demand Projections for RNs
CG Hylton
34
Recruitment strategies
Understand the reasons that older workers want to be in the workplace and tailor recruitment strategies accordingly
Most common reasons given for staying at work or returning to work are: Economic needs Sense of productivity and contribution Social contact and ongoing learning Maintaining self esteem and confidence
35
Recruitment strategies
Organizational culture that is supportive and accepting of workers in each generation
Facets of organizational culture important to older workers are: Strong corporate values Dedication and loyalty across all levels of the
organization Independence and autonomy Focus on inclusion and diversity Teamwork and socialization
36
Recruitment strategies
Strategize ways you can incorporate the information presented here into your current
recruitment campaigns.
Remember to address the reasons why older workers want to work and how your organizational culture supports older
workers.
37
Recruitment strategies
Employer needs Worker motivation Solutions
Keep workers working Economic needs Flexibility and monetary incentives
Bring experienced workers back into the workplace
Job satisfaction and productivity
Non monetary incentives such as consulting and project work, professional development opportunities, mentoring the next generation
Keep workers beyond traditional retirement age
Social contact and stimulation
Monetary incentives, non monetary incentives, assurances of safety, mentoring
38
Getting it right!
Deloitte
BMW Group
National Institutes of Health
39
Deloitte
Career Lattice program Employees can dial up or dial down during their
career with Deloitte
Flexibility in ways to work
Customize the when, where, and how
40
BMW Group
Work environment Designed an age friendly workspace with input from
architects, automotive engineers, physical therapists, and doctors
Incorporated over 70 employee recommended changes
Slowed production line
41
National Institutes of Health
Recruitment
Workplace culture
Recognizing the caregiver
42
Conclusion
With the tools and policies discussed today, your organization can thrive in the aging
tsunami.
Start planning!
Thank you for the opportunity to meet today!
EAP for Canada
HR ConsultingBenefits, Pensions
43
Tel 800 449 5866chris@hylton.ca
top related