cedefop - promoting lifelong learning for older workers thessaloniki, 12.10.2006 the compass-process...
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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
Cedefop - Promoting lifelong learning for older workers Thessaloniki, 12.10.2006The Compass-Process
Folie 2Wolfgang MaiWork´s committee, Siemens Erl 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
Cedefop - Promoting lifelong learning for older workers Thessaloniki, 12.10.2006The Compass-Process
Folie 3Wolfgang MaiWork´s committee, Siemens Erl G, Germany
Age structure of germany
Quelle: INQA-Memorandum 2004
Cedefop - Promoting lifelong learning for older workers Thessaloniki, 12.10.2006The Compass-Process
Folie 4Wolfgang MaiWork´s committee, Siemens Erl G, Germany
Age structure in german companies
Cedefop - Promoting lifelong learning for older workers Thessaloniki, 12.10.2006The Compass-Process
Folie 5Wolfgang MaiWork´s committee, Siemens Erl G, Germany
Age structure in german companies (2)
Cedefop - Promoting lifelong learning for older workers Thessaloniki, 12.10.2006The Compass-Process
Folie 6Wolfgang MaiWork´s committee, Siemens Erl G, Germany
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!
Cedefop - Promoting lifelong learning for older workers Thessaloniki, 12.10.2006The Compass-Process
Folie 7Wolfgang MaiWork´s committee, Siemens Erl G, Germany
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?
Cedefop - Promoting lifelong learning for older workers Thessaloniki, 12.10.2006The Compass-Process
Folie 8Wolfgang MaiWork´s committee, Siemens Erl G, Germany
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.
Cedefop - Promoting lifelong learning for older workers Thessaloniki, 12.10.2006The Compass-Process
Folie 9Wolfgang MaiWork´s committee, Siemens Erl G, Germany
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
Cedefop - Promoting lifelong learning for older workers Thessaloniki, 12.10.2006The Compass-Process
Folie 10Wolfgang MaiWork´s committee, Siemens Erl G, Germany
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
Cedefop - Promoting lifelong learning for older workers Thessaloniki, 12.10.2006The Compass-Process
Folie 11Wolfgang MaiWork´s committee, Siemens Erl G, Germany
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.
Cedefop - Promoting lifelong learning for older workers Thessaloniki, 12.10.2006The Compass-Process
Folie 12Wolfgang MaiWork´s committee, Siemens Erl G, Germany
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
Cedefop - Promoting lifelong learning for older workers Thessaloniki, 12.10.2006The Compass-Process
Folie 13Wolfgang MaiWork´s committee, Siemens Erl G, Germany
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.
Cedefop - Promoting lifelong learning for older workers Thessaloniki, 12.10.2006The Compass-Process
Folie 14Wolfgang MaiWork´s committee, Siemens Erl G, Germany
Resources
Cedefop - Promoting lifelong learning for older workers Thessaloniki, 12.10.2006The Compass-Process
Folie 15Wolfgang MaiWork´s committee, Siemens Erl G, Germany
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
Cedefop - Promoting lifelong learning for older workers Thessaloniki, 12.10.2006The Compass-Process
Folie 16Wolfgang MaiWork´s committee, Siemens Erl G, Germany
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
Cedefop - Promoting lifelong learning for older workers Thessaloniki, 12.10.2006The Compass-Process
Folie 17Wolfgang MaiWork´s committee, Siemens Erl G, Germany
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“
Cedefop - Promoting lifelong learning for older workers Thessaloniki, 12.10.2006The Compass-Process
Folie 18Wolfgang MaiWork´s committee, Siemens Erl G, Germany
Hans HeusgenBusiness consultantTel. 08157 - 92 98 22
Wolfgang MaiCT HR
Tel. 09131 - 7 - [email protected]
The Kompass-Process
Cedefop - Promoting lifelong learning for older workers Thessaloniki, 12.10.2006The Compass-Process
Folie 19Wolfgang MaiWork´s committee, Siemens Erl G, Germany
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
Cedefop - Promoting lifelong learning for older workers Thessaloniki, 12.10.2006The Compass-Process
Folie 20Wolfgang MaiWork´s committee, Siemens Erl G, Germany
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
Cedefop - Promoting lifelong learning for older workers Thessaloniki, 12.10.2006The Compass-Process
Folie 21Wolfgang MaiWork´s committee, Siemens Erl G, Germany
Drawing the balance: what have I achieved until today?
Cedefop - Promoting lifelong learning for older workers Thessaloniki, 12.10.2006The Compass-Process
Folie 22Wolfgang MaiWork´s committee, Siemens Erl G, Germany
The Compass Process Target Group
Employees with a numberof years
of experiencewho designate their own place of work
and who desire a new challenge
Cedefop - Promoting lifelong learning for older workers Thessaloniki, 12.10.2006The Compass-Process
Folie 23Wolfgang MaiWork´s committee, Siemens Erl G, Germany
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
Cedefop - Promoting lifelong learning for older workers Thessaloniki, 12.10.2006The Compass-Process
Folie 24Wolfgang MaiWork´s committee, Siemens Erl G, Germany
What do I want to do?
Cedefop - Promoting lifelong learning for older workers Thessaloniki, 12.10.2006The Compass-Process
Folie 25Wolfgang MaiWork´s committee, Siemens Erl G, Germany
What are my excellences?
Cedefop - Promoting lifelong learning for older workers Thessaloniki, 12.10.2006The Compass-Process
Folie 26Wolfgang MaiWork´s committee, Siemens Erl G, Germany
How can I put my development plan into action?
Cedefop - Promoting lifelong learning for older workers Thessaloniki, 12.10.2006The Compass-Process
Folie 27Wolfgang MaiWork´s committee, Siemens Erl G, Germany
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
Cedefop - Promoting lifelong learning for older workers Thessaloniki, 12.10.2006The Compass-Process
Folie 28Wolfgang MaiWork´s committee, Siemens Erl G, Germany
The Compass - WorkshopAreas of Planning
IndividualManagement Colleagues
Customer int./ext.
Organisation
Company
Competitors
The Market = external customers
Cedefop - Promoting lifelong learning for older workers Thessaloniki, 12.10.2006The Compass-Process
Folie 29Wolfgang MaiWork´s committee, Siemens Erl G, Germany
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.
Cedefop - Promoting lifelong learning for older workers Thessaloniki, 12.10.2006The Compass-Process
Folie 30Wolfgang MaiWork´s committee, Siemens Erl G, Germany
I assume responsability for my own professional development
Cedefop - Promoting lifelong learning for older workers Thessaloniki, 12.10.2006The Compass-Process
Folie 31Wolfgang MaiWork´s committee, Siemens Erl G, Germany
„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