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Structural barriers and labour market policies - promoting active ageing through employment

Dr. Tomi HussiFinnish Institute of Occupational Health (FIOH)Helsinki, Finland

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Working aged (15-64) and total population 1990 – 2050, Finland

80

85

90

95

100

105

110

1990 1995 2000 2005 2010 2015 2020 2025 2030 2050

Year

Ind

ex

, y

ea

r 2

00

5 =

10

0

15-64years old

Totalpopulation

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Ageing and work: milestones of the Finnish experiences

• 1981 – 2009 Longitudinal studies on ageing workers by FIOH, 16- and 28- year follow-up

on same respondents• 1990 -1996 FinnAge - Respect for the Ageing

programme by FIOH• 1996 Cabinet Committee: Ageing people at work• 1998-2002 Finnish National Programme on Ageing

Workers• 2003 - New National Programmes of different

ministries• 2005 - Pension reform• 2006 - Life Course and Work –theme at FIOH

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EMPLOYABILITYEMPLOYABILITY

WORK ABILITY- Human Resources- Work Conditions

POLICIES- Employment Policy- Education Policy - Exit Policy- Social protection

EMPLOYMENTEMPLOYMENT

HUMAN WELL-BEINGHUMAN WELL-BEING

ECONOMIC WELL-BEINGECONOMIC WELL-BEING

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Work Ability house

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Life Course from Youth to Retirement

Life course

20 60Age

Life cycle

20 60Age

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Education and Training

Retirement

Lähde: Reday-Mulvey 2005

Work

Work

Lähde: Reday-Mulvey 2005

Traditional Age – integrated

Age

Age–integrated working life

Age

Life phases

Education and Training

Family, leisure, community

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Individual competence Collective competence

Work environment- information technology tools- support for creativity

Work community- changed leadership style- importance of collaboration

Health- ability to participate- effects on creativity

Wellbeing at work + fluency of knowledge work

Wellbeing at work, business studies viewpoint

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The implications of personnel development

Personnel development

Work ability

Productivity

Succesful organisation

Promising future

Good life

Worker wellbeing

Strive and motivation

Successful employee

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Need of reforms for a longer work life

• Attitudes towards ageing must be changed (an attitudinal reform)• The awareness level of managers and supervisors in age-related issues

needs to be improved (management reform)• Better age and life course-adjusted, flexible working life is needed

(work life reform)• Health care services should meet the increasing needs of older

workers (reform of health services)• Improvement of horizontal and vertical co-operation between key

actors are needed (co-operation reform )

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The solution for ageing and good work lifeHussi, Tuominen ja llmarinen 2007

Mission and vision

Employee Organisation of work

strengthsweaknesses opportunities threats

goodwork

excessivestrain

solutionsAge

fact

s

Age practices

productivity and wellbeing