1019 2b-450 employers eaps-hylton

EAPA'S 2013 WORLD EAP CONFERENCE

PHOENIX, AZ

CHRIS HYLTON, MA

Employers, EAPs, and the Aging Tsunami

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Learning Objectives

How a Tsunami forms

The multigenerational workplace

Staying healthy, staying productive

Recruitment strategies for older workers

Companies that are getting it right!

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BUT

This is really your time and your show!

Tell me what you would like covered in today’spresentation.

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How a Tsunami Forms

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Canada Tsunami

Source: Statistics Canada.

* Projected population.

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US Tsunami Age 65 + Age 85+

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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

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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

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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

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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

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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

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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

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Aging advantage

Life experienc

e

Wisdom

Strategic Rational

Responsible

Productive

Communication

Confident

Mentor

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Older Worker Needs

Want Flexibility

MoreGrowth

Know they are Adding

value

WorkplaceModifications

Needs

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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.”

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8 key targets for successful age management

Awareness

Fair attitudes

Core manageme

nt taskHR policies

Promotingproductivit

y

Lifelong learning

Age friendly

Dignified retirement

SUCCESS!

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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

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Staying healthy, staying productive

Health and Safety

Employer and EAP Programs

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Health and Safety

Ergonomics

• Minimizing hazards

• Setting up for success

Job Demands

• Changing bodies, changing demands

Training

• Maintaining safe work skills

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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.

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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

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Is Accommodation complicated?

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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

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Employer Programs / EAPs

Financial planning

Interpersonal Relations

Aging/Healthy Lifestyle

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Simple Solutions

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Financial planning / Retirement Planning

Government

programs

Retirement income

Tax planning

HousingPlanning for the future

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Interpersonal Relations

Workplace dynamics Teambuilding

Generations in the workplace Gen X Gen Y New hires Celebrate wisdom

Mentoring Examples in your workplaces?

Other?

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Aging / Healthy lifestyle

Nutrition Fitness

Sleep Relaxation

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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.

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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?

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Recruitment is Key

Any ideas why this is such a key issue today?

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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

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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

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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

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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.

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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

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Getting it right!

Deloitte

BMW Group

National Institutes of Health

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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

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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

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National Institutes of Health

Recruitment

Workplace culture

Recognizing the caregiver

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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

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Tel 800 449 5866chris@hylton.ca