Attitudes and obstacles in the work place for the 50+
Experience from Life Competence 50+ shows that legislation is not the main factor that makes it harder for the 50+ to get or keep a job. There are of course regulations that work to the detriment of the 50+, but changing the rules would only lead to a marginal improvement in the situation of this age group. Instead most information points towards a lack of resources and support for this target group and that the types of work mean a narrow application of the legislation. This in turn is an issue about attitudes. There is quite simply no wide-ranging thinking regarding the older workforce – and attitudes of both employers and employees impede increased employability of the 50+ group.
In the project, we have carried out interviews, questionnaires and participative observations in the form of around ten field studies. The purpose of this was to study and if possible contribute to changing the organisational conditions in the workplace, to give the 50+ an increased chance of an extended working life. The results show that methods and models have been developed, which have increased the motivation and opportunities of the individual to carry on working. Below are a number of examples from some subprojects, which in part reflect the problem and in part show possible changes. In conclusion, we refer to the main results partly from a questionnaire aimed at employers and partly from a demographic investigation carried out in connection with the project.
Attitudes of Organisational Representatives and the Unemployed
Around 70 interviews were carried out in the subproject both with the long-term unemployed and with organisational representatives (employers, employment agencies, insurance officers amongst others). Part of the results have been summarised in the introduction above; regulations can be applied differently by, for example, the employment service and the social insurance office. This is essentially a question of attitude.
The chances of getting a job can change without changing the regulations.
Sixth Form Colleges
A project, the purpose of which was to enable the transfer of knowledge between experienced and inexperienced sixth form teachers, was studied in the subproject. The background to this was that the organisation risked losing valuable experience when older members of the workforce retired and the pensioners met their replacements at the door, so to speak.
Experience from this project so far shows that valuable knowledge can be transferred by reducing the workload of the older teachers and giving them the opportunity to act as mentors to the younger teachers.
Manufacturing Industry
The subproject participated in a formative evaluation of a project that tested a model for ‘resource workplaces’. The ambition was to be able to offer all employees a suitable job within the company and with the resource workplaces aimed at employees with contracts regulated by the unions who were in need of rehabilitation. Half of them were 50+. However, the project proved difficult to carry out for three reasons: resistance from middle management, a negative attitude from the union and a lack of support from the management. Again, attitudes need to change.
Nuclear Power Industry
The company involved carried out three types of changes with regards to the 50+. It started a development programme to enable a generation shift when specialists retire. Furthermore, it let young, newly recruited employees work in parallel to the older employees. Finally, for the last few years, employees have had the opportunity to try a shorter working week, termed as 80-90-100 (80% full-time work, 90% full wage and 100% full pension). In interviews, employees reported tangibly positive effects of their altered working patterns both with regards to health and efficiency.
Hospitals
In the Skåne region a number of projects are in progress within the hospitals. Against the background of the staff shortage expected within a few years, the purpose of these projects is to provide for a transfer of skills between the generations and increase the chances for different staff groups of having a longer working life.
Based on a long-term workforce-planning model, Helsingborg hospital is trying to increase its attracti- veness as a workplace by making changes to the recruitment process, opportunities for occupational training/ tuition and a recipe for successful leadership. Furthermore, the hospital is attempting to increase existing resources by looking at new ways of working such as new solutions for working hours and staffing as well as distance work. The hospitals in Landskrona and Trelleborg have been working with knowledge transfer models. The purpose of these projects is to highlight the ‘silent knowledge’ that exists in different staff groups by creating a forum for exchanging experiences. The participants use their own areas as a starting point and discuss different ‘cases’ on a regular basis under the direction of an experienced supervisor with pedagogic training. Participants have greatly appreciated the ‘knowledge labs’, as these projects are called. However, as participants have to be free from their ordinary duties in order to participate in the ‘knowledge labs’, it is a relatively costly method.
Senior Faculty and Senior Academy
The university in Lund wants to be able to offer seniors the opportunity to work within a so-called Senior Faculty. A number of tasks have been identified for the ‘seniors’ to continue with after they have reached ordinary retirement age. These tasks include mentorship and conflict resolution in case of ‘acute’ conflicts in the workplace, specialist assignments as well as network mediation both with younger colleagues and on an international basis. Similar activities have existed for several years at the university in Gothenburg in the form of a Senior Academy.
Employer Survey
The results showed, amongst other things, that capability development is often not aimed at a specific age group but at the needs of employees. The transfer of knowledge between older and younger members of staff takes place through organised mentorship programmes and apprentice systems, for example. Only a small percentage of employers stated ‘lack of skills’ as a reason for older employees leaving the workplace.
Demographic Investigation
The demographic investigation underlined that we have to regard the older workforce as a heterogeneous group with different potential for remaining in the workplace. Furthermore, older people are not a homogeneous group; individual differences increase with age and the differences in productivity in many occupations are greater between individuals than between older and younger employees. The investigation highlights the fact that if the number of older people in the workplace is to increase, economic incentives are not enough. It is essential to carry out organisational changes, with the purpose of increasing the opportunities for the 50+ to remain and develop in the workplace. Many companies regard older people as a necessary skills resource and are looking for models for the transfer of knowledge between the generations.
Conclusion
All in all, the results from the project point in one direction: continued opinion building and a change of attitude with regard to the older workforce are essential. Moreover, continued ‘everyday’ efforts from public authorities, companies and organisations are necessary – offensive ventures can be carried out with good profitability. Finally, we need the opportunity to test models over a longer trial period than one or two years.
For more information please contact one our our development partners.
