cedefop - promoting lifelong learning for older workers thessaloniki, 12.10.2006 the compass-process...

Cedefop - Promoting lifelong learning for older workers Thessaloniki, 12.10.2006The Compass-Process

Folie 1Wolfgang MaiWork´s committee, Siemens Erl G, Germany

The Compass-Process:Competence Development of Ageing

Employees

A Practical Example from a large enterprise from the point of view of the operational Lobby Group

Wolfgang Mai

Siemens AG, Works Committee Erlangen G, Germany



Overview

1. The consequences of demografic change

2. Working conditions today

3. What employees consider as good working conditions

4. Good practice of competence development of Siemens:The Compass-Process



Age structure of germany

Quelle: INQA-Memorandum 2004



Age structure in german companies



Age structure in german companies (2)



Conditions of employment today from the angle…

… of health- Increasing amount of psychological strain- Increase of stress and other consequences of psychological strain- Increase of work related illness- Increase of early retirement because of mental health problems- Heavy workload and „aggregation“ of work- Globalisation and the consequences

How can the employees stay healthy in view of this situation?

… sociopolitical changes- Statutory retirement age will be the age of 67

Employees will have a longer working life!



Conditions of employment today from the angle…

… of the company

- In 10 years the age cohort of the employees between the age of 40 and 55 will be the greatest cohort, but will then be between the age 50 an 65

- This cohort represents the senior experts, which today already bear the brunt of work

- Global added value and proceeding economisation: ongoing need of reorganisation, restructuring and outsourcing with job losses in germany?

- Labour shortage?

What has to be done to maintain competitiveness, performance and productivity with an ageing workforce?



Summary

Company and employees have to react upon these challanges. Economic success and individual employability (well-being, health, good communication, work-life-balance and „up-to-date qualification“…) depend on each other. This casual connection will be of vital importance.

The ageing of the workforce may not lead to concepts for the elder employees. We need a strategy for all employees, especially for the people between the age of 40-50.

From the point of view of the works council, the aim of these concepts must be a health and competence management, which helps to maintain, improve, enhance and encourage managers and employees.

The employees themselves have to accept personal responsabilitiy.



Wie Erwerbstätige die Entwicklung der Arbeitsbedingungen beurteilen (zwischen 1997 und 1999), in Prozent

Stress and working pressure

Professional and technical demands

Many-sided, interesting tasks

Risk of getting unemployed

Amount of overtime work

Relationship between collegues

- 4

- 5

- 2

- 9

- 10

- 16

46

42

26

22

21

13

decrease increase

Quelle: BiBB und IAB 2000

How employees experience the changing conditions of work



Nach Hasselhorn et. Al. , Psychosoziale Faktoren und betriebsärztliche Tätigkeit, Schriftenreihe der Bundesanstalt für Arbeitsschutz und Arbeitsmedizin, Dortmund/Berlin/Dresden 2003, S.8 ff.

Working timeOvertime, increase of shift work, working

during weekend

LeadershipTechnical/professional

support, working atmosphere

Psychological strain due to

labor organisation

Time pressure, stress

Social strainAbsence of social support, mobbing

How company medical officers in Germany experience changes in conditions of work

Aspects of labour

organisation



Good working conditions from the point of view of employees mean...

having a secure and dependable income

being employed for an unlimited period

having the opportunity of bringing in and developing professional und creative skills into daily work

to be given credits and to develop social connections and enriching human relations.



Employees look upon work favourably, if...

the possibilities of personal development, qualification and of having influence on the situation are considered to be helpful

the relationship between collegues and superiors is good

the level of demands does not tend to excessive demands



Workplaces, which do fit to these demands are very rare:

Only 12% of all employees have a workplace corresponding to these demands

35% of all workplaces are nearly to the demands

53% of all workplaces are each identified either with extremely low ressources or with an alarming high level of wrong demands.



Resources



What employees expect from their workplace

45

59

67

67

68

70

74

79

80

81

84

85

87

91

93

0 10 20 30 40 50 60 70 80 90 100

Engagement of the company for common welfare

highly predictable career

high moral standards in the company

staying in the same job a whole life

flexible working time

continuing professional education / learning

high profit of the company

high income

adequate recreation time

good reputation / image of the company

Self-responabilitiy

Work-life balance

Identification with the work

staying in the job

good atmosphere at work

Quelle: Institut der deutschen Wirtschaft 2001



View of the employees concerning working conditions„Thinking about your work and your state of health: Do you believe you can perform today´s work under the terms of today´s working conditions until you reach your retirement age?

Quelle: INIFES, Infratest, FIA 2005

< 30 years

30 up to 50 years

50 years and older

overall

Yes, probably

No, probably not

I don´t know

53

29

19

59

24

16

66

18

15

59

24

17



Conclusion

1. Consequences of demografic changes: employees have to work longer

2. Conditions of work today: increasing high demands regarding capabilities and time of work, increasing psychological strain, increasing uncertainty in life

3. What employees expect from their life:a balanced and meaningful life

4. Our Intention: Strengthen the resources of the employees to cope with this situation!

Competence development with „Compass“



Hans HeusgenBusiness consultantTel. 08157 - 92 98 22

[email protected]

Wolfgang MaiCT HR

Tel. 09131 - 7 - [email protected]

The Kompass-Process



Fields of action (based on INQA-Memorandum)

LeadershipAdjusting corporate culture

Personal policy und recruiting policyPersonal policy has to react early enough and in sufficent time face an ageing workforce

Qualification, continuous education and lifelong learningKnowledge Management

HealthWork ability for all employees

Labour organisation and job designNot only the work place, labour too has to be designed according the needs of the age of the employees (working time, career planning)

Corporate CultureCorporate CommunicationCorporate policy und mission statement



Quelle: Prof. Kastner, Vortragsfolien „Work-Life-Balance, Institut für Arbeitspsychologie und Arbeitsmedizin, Herdecke 2004

Self-actualisation

Self-discipline

Self-controll

Self-management

Self-regulation

Self-worth

Self-responability

Self-acceptance

Self-perception

Self-criticism

Desirable Characteristics of Employees

Self-motivationSelf-marketing

Self-efficacy



Drawing the balance: what have I achieved until today?



The Compass Process Target Group

Employees with a numberof years

of experiencewho designate their own place of work

and who desire a new challenge



Preparatory stage with management,

colleagues and pers. officers

360° Feedback

Each individual develops his own

activities in a challenging way

Target

Co-ordinatingdiscussions

with managementand

personnelofficers

Compass-Workshop

3 Days

The Compass-Workshop is only one step in the Compass-Process

CompassFollow-up

(after roughly 4 months.)

2 days.

Qualifications/Changes

The Compass - Process



What do I want to do?



What are my excellences?



How can I put my development plan into action?



Establishing the aims of the Compass-Process

• The optimal use of those employees with the greatest amount of

experience.• High degree of adaptability between

employees and the prospective plans which the company has.

• Clarity about these plans both from within and outside the company.• Pleasure in creating and accepting new challenges• Application of the agreed arrangements by the employee • The employee takes over responsibility for his own development

Aim of the Compass-Process

Clarity in relation to:

- targeted plan

- personal view – broader view

- Development needs/ definition of the area of learning

- design of the individual‘s -development plan and motivation

for its implementation

Aim of the Compass-Workshops



The Compass - WorkshopAreas of Planning

IndividualManagement Colleagues

Customer int./ext.

Organisation

Company

Competitors

The Market = external customers



Using Compass

The employee accepts responsibility for the business, as well as for the planning of his own contribution towards his own individual development.

The planned goal is custom-made for each individual. Personal initiative means there is identification with the

programme and a desire for its implementation which results in further personal development.

Attitude of satiated satisfaction is avoided. Management and personnel officers are required as trainers

and are given time off in lieu.

The Kompass process requires initiative and individual responsibility on the part of the employee; for he is the "Owner " and executor of his own programme.



I assume responsability for my own professional development



„No quality of work,no quality work“

Quelle: More Health Can Mean Higher Profits, The Economic Efficiency of Health and Safety at Work, Federal Institute for Occupational Safety an Health and INQA, Dortmund 2004, S. 5

cedefop - promoting lifelong learning for older workers thessaloniki, 12.10.2006 the compass-process...

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