topic 6 - how to mantain sustainable performance for elder ... · pdf filehow to maintain...
TRANSCRIPT
WITH THE SUPPORT OF THE LLP – ERASMUS IP PROGRAMME OF THE EUROPEAN UNION
How to maintain sustainable performance for elder people
Names: Minna Pulla, Finland, Clio Santori, Italy, Kai-Uwe Daebel, Germany, Sergi Corominas Bach, Spain, Stefanie Montes Babiloni, Belgium, Robert
Fidder, The Netherlands and Daiva, Damkuté, Lithuania
Academic Year 2008-2009
2
“Wewouldliketothankalltheteachersandcoacheswhohavehelpedustocarryout
thisproject.WearesincerelygratefultoErşanAYGÜL,TurkishErasmusstudentin
Lithuania,whohelpeduswiththeexecutionofthisstudy.Specialthanksbelongtothe
KaunoKollegijaandthepersonnelwhoorganizedtheIPdaysinLithuania.Despitethe
epidemicoffluthetwoweeksweremorethanweexpectedandweespeciallyvaluethe
newlifelongfriendshipswegainedduringthisinternationalproject.”
WithBestRegards:
Minna,Clio,Kai‐Uwe,Sergi,Stefanie,RobertandDaiva
3
Tableofcontents
1. Introduction .............................................................................................................. 42. Guidelines................................................................................................................... 53. Lawperspective ...................................................................................................... 63.1 Europeanlevel.........................................................................................................................63.2 NationalLevel ..........................................................................................................................8
4 BusinessPerspective...........................................................................................134.1 InternationalPerspective ................................................................................................134.2 Nationallevel .......................................................................................................................14
5 HumanResourceperspective..........................................................................185.1 HumanResourceManagement ....................................................................................185.2 Europeanperspective .......................................................................................................205.3 Nationalperspective.........................................................................................................205.4 Microperspective................................................................................................................23
7.Conclusions ................................................................................................................268.Recommendations...................................................................................................289.ReferenceList............................................................................................................33Appendixes......................................................................................................................34
4
1. Introduction The Erasmus project Implementation on the Labor Market of Lisbon Strategy is an
internationalprojectincludingstudentsandcoachesfromFinland,Germany,Belgium,
Lithuania, Italy, Spain and the Netherlands. The goal of the project is to enhance
students’knowledgeonLisbonStrategysignedupbytheEuropeanCouncil inMarch
2000 and to do a follow‐up study on each country on their implementation of the
guidelines18and19of theStrategy, toexamine theproblemsandsuggest ideason
howtoimprovethesituationofelderpeopleonthelabourmarket.
TheobjectiveoftheLisbonStrategyistoconcentrateonmakingEuropeby2010the
most competitiveand themostdynamic knowledge‐basedeconomy in theworldby
focusing the improvements on fields of economics, social welfare and environment
renewal.
The main issue and research question in this study is simply “How to maintain
sustainableperformance for elderpeople” in thehectic anddemandingworking life
whereyouthseemstobetoday’skeyword?
InthispaperwearegoingtolookhowthemeasurementsoftheLisbonStrategycan
be implementedthroughthreedifferentapproaches.Theexamination isdivided into
the“lawperspective”,the“businessperspective”,meaningtheemployerschallenges
in the current economical situation; and the “human research approach”, which
reflects the employee’s aspect. Each aspect is furthermore examined first on an
European level and then on an national level. This was done to make an overall
comparison of the different nations, leading to final recommendations that will be
adressedtoanEuropean,nationalandeventoacompanylevel.
The research will be based upon the home papers done by each student, on the
discussionduringtheIPinKaunasandalsowillrefertothedocumentsoftheEuropean
Union.
5
2. Guidelines NearlytenyearsafterthecreationoftheStrategyofLisbonbytheEuropeanCouncil,it
istimetocarryouttheprojectexplainedintheintroductionfocusingonthetopicof
employmentofelderlypeopleandtheirsustainableperformance.
Inanattempttoclarifyandunderlinethepreciseobjectivesofthisproject,wewilltry
tomakeanaccuratelistofthemfromtheanalysisoftheguidelines18and19:
- Guideline 18: Ensure inclusive labour markets for job‐seekers and
disadvantaged people through: active and preventive labour market
measures including early identification of needs, job search assistance,
guidanceandtrainingaspartofpersonalisedactionplans,provisionofsocial
servicesnecessarytosupportthelabourmarket inclusionofdisadvantaged
people and contribute to social and territorial cohesion and to the
eradication of poverty; and continuous reviewof tax and benefit systems,
including themanagement and conditionality of benefits and reduction of
highmarginal effective tax rates, with a view tomaking work pay and to
ensuringadequatelevelsofsocialprotection(IntegratedguidelineNo18).
- Guideline 19: Improve matching of labour market needs through: the
modernisation and strengthening of labour market institutions, notably
employment services; greater transparency of employment and training
opportunities at national and European level to facilitate mobility across
Europe; better anticipation of skill needs, labour market shortages and
bottlenecks; appropriate management of economic migration (Integrated
guidelineNo19).
6
Objectivesoftheproject
1) Makeananalysisofthecurrentstateoftheemploymentforelderlypeople.
2) StudyhowthesituationhaschangedduringtherecentyearsintheEU.
3) Makea“legalapproach”tothetopic.
4) Makea“businessapproach”tothetopic.
5) Makea“humanresourceapproach”tothetopic.
6) Arrivetoafinalconclusion
7) SuggestsomerecommendationstoachievetheEuropeanobjectiveofthe
LisbonStrategy.
3. Lawperspective
3.1 Europeanlevel According to the European Commission’s 2006 Annual Report on Growth and Jobs,
“increasing the responsiveness of European labour markets is crucial to promoting
economicactivity andhighproductivity.” Employmentpolicyhasbecomeanareaof
central focusontheEuropeanagendaandwewelcometheopportunityprovidedby
this consultation to engage in a discussion on how labour law can evolve to better
support the revised Lisbon Strategy’s objective of achieving sustainable growthwith
moreandbetterjobs.
“Withoutprejudiceto theotherprovisionsof thisTreaty,andwithin the limitsof
thepowersconferredbyitupontheCommunity,theCouncil,actingunanimouslyona
proposal from the Commission, and after consulting with the European Parliament,
may take appropriate action to combat discrimination based on sex, racial or ethnic
origin,religionorbelief,disability,ageorsexualorientation.”
Accordingtothat,wefindinthearticle13oftheAmsterdamTreatythattheEUwas
given thepower toadoptpositivemeasures to combatdiscriminationbasedon sex,
racialorethnicorigin,religionorbelief,ageorsexualorientationforthefirsttimein
May1997.AttheAmsterdamEuropeanCouncil,HeadsofGovernmentoftheMember
7
StatesacceptedanarticletogivetheEUtheauthoritytoacttocombatdiscrimination
in all its forms. This was Article 13which has become a standard part of European
socialpolicyvocabularyeversince.ThetextofArticle13is:
So,article13providestheUnionwiththelegalbasistocombatdiscriminations,
althoughgeneralprinciplesarenotinthemselveslegallybindingonMemberStates,so
theymustbedevelopedbydirectives.In2000,theCouncilpassedtwoimportant
directivesbasedonArticle13.ThesearetheRaceDirective(2000/43)andthe
EmploymentEqualityDirective(2000/78).
TheRaceDirectiveisaCouncilDirectiveimplementingtheprincipleofequaltreatment
betweenpersonsirrespectiveofracialorethnicorigin(2000/43/EC).Itsimportance
residesonthefactthatitprohibitsdiscriminationonthegroundsofraceinthefields
ofemployment,training,education,accesstosocialsecurityandhealthcare,social
advantages,andaccesstogoodsandservicesincludinghousing.
The Employment Equality Directive sets out a general framework for combating
discriminationonthegroundsofreligionorbelief,disability,ageorsexualorientation
asregardsemploymentandoccupation.MemberStateshavetransposedthisdirective
tovaryingdegrees.Itsprovisionsarewide‐rangingandrequiredetailedconsideration,
particularlytoaddressingArticle6ofDirective2000/78whichallowsMemberStates
to identify areas where differences of treatments on the ground of age can be
objectively justified and where some exemptions from the law may be possible.
Whether this is a reasonable article or not depends entirely on the way it is
implementedatnational level.Whilecertaincasesofdifferentialtreatmentmightbe
justified, it is essential that Member States are not allowed to adopt a loose
interpretationwhichallowsmanyunjustifiedcasesofdiscriminationtobeacceptedon
thebasisofnegativestereotypesandassumptions.
8
3.2 NationalLevel
Asexplainedbeforeintheintroduction,theStrategyofLisbon,initsguidelines18and
19, it is trying to take into the labourmarket thenon‐discriminationprincipleof the
article13oftheAmsterdamTreatybyputtingtheobjectiveofarateofemploymentof
elderlypeopleof50%by2010inalltheMemberStates;asaresponsetotheconstant
remindoftheEuropeanInstitutionstotheMemberStatesthatweneedtocarryout
the structural reforms thatarenecessary topromote thepermanenceof theelderly
workers in the labour market and to increase the professional knowledge of the
workers,especiallytheprofessionalknowledgeofthepeoplewhohavealowlevelof
education.
Asaconsequence,theaveragerateof2007was44.7%duetothemeasuresadopted
andnowtwelveoftheEuropeanMemberStatesarealreadyabovethisrate.
Therefore,intheNationalLevel,wewillstartanalyzingGermany.
To achieve the goals of the Lisbon Strategy, Germany has done “TheGeneral Equal
Treatment‐Act” that protects elder employees from discrimination against their age
(§1GeneralEqualTreatment‐Act).TheActwaslegislatedon14thAugust2006,based
upon the EC‐Directive 2000/78/EG. Furthermore we can find “The Employee
Professional Education‐Act” that defines in some German federal states1, that
employeeshavearighttohaveadditionalleavedaysforprofessionaltraining.
TheGermanlegislatoralsochanged§417SocialSecurityCodeIII(SozialgesetzbuchIII),
so that the charges of certain professional education activities can be paid by the
Federal Employment Office, if the employee especially meets the following
requirements:Theworkerolderthan45years, isstillemployed,hisorheremployer
occupieslessthan250employees,andtheactivitystartsbefore31stDecember2010.
1 Due to the fact, that Germany is administratively organized as a Federation, every Federal State can partially have its own laws.
9
In addition, the professional education activitymust be given off the job andmust
impart knowledge that exceeds the near‐term skills used by the employee for the
currentactivitiesonthejob.
In the case of Spain, we find the law Additional Disposition number 25 of the law
42/2006 of 28 of December ofPresupuestosGenerales del Estado,which includes a
measurethatispretendedtoincreasethebonusforthoseolderthan60with5years
oflengthofservicetoallthecontributorsolderthan50withindefinitetermcontract
andthelaw43/2006fortheimprovementandgrowthofemployment(BOE,de29de
Diciembrede2006núm.312)whichincludesthemeasuresthatappearintheAnnual
ReportofthePlanNacionaldeReforma2006.
Moreover, theRealDecreto1369/2006,de17denoviembre,por el que se regulael
ProgramadeRentaActivadeInserciónparadesempleadosconespecialesnecesidades
económicasydificultadparaencontrarempleo,includestheProgramadeRentaActiva
deReinsercióncomoderechosubjetivo,which isameasureaddressedtoachievethe
objective of the Lisbon Strategy that will be described in a deeper analysis in the
businessperspective.
Referring to theNetherlands, we have the law against age discrimination, which is
very strict and largely applied and then we have the Social Security system that
providesprotectiontotheelderlypeoplewhoareemployed,forexample,inthecase
of dismissal.However, the existenceof somany rulesmakes it very difficult for the
employerwho,consequently,avoidshiringelderlypeople.
What refers to Italy, in the decree 276/2003we can findmost of the legal aspects
whichconcernelderlypeople.
Concretelyarticle34,paragraph2,pointsoutthecategoriesofworkers(underthe25
yearsandabovethe45)forwhichthestipulationofacontractof“intermittentjob”is
permitted,evenifthecontractualorlegislativedisciplinegivesdifferentconditions.
10
Also,theinstituteofthe“contractofinsertion”,thathasgonetoreplacethepreceding
figureofthecontractofformationandjobisapplied,amongtheothercategories,to
the subjects with more than fifty years of age, who are without a place of
employment;
It is important to rememberanotheraspect: theexclusionof theholdersofpension
from the "job with project" discipline. Exclusion that determines, for the possible
contracts of coordinated and continuous collaboration stipulated by these subjects,
the non application of the established requisites for the "jobwith project", and the
non application of the tutelage norms expected for this kind of contract (as the
dispositionsonthecorrespondentoronthesafetyonjob).Wecanfindthe"principle
ofdelegation",containedonthe243/2004law,betweentheSocialSecuritydiscipline
andtheworldworkdiscipline.Thisprincipleforeseesthefacilitationoftheuseofpart‐
timecontractsfortheworkerswhohavematuredtherequisitefortheaccesstothe
retirementofseniority.
TheGenerationPact isaplanthathasbeenintroducedtotheBelgiangovernment–
VerhofstadtIIonOctober10,2005asaresultoftheproblemoftheageinginBelgium.
It contains 66measurements to getmore people to work and to encourage longer
working. There is also a regulation called early retirement that allows certain older
employees, in case of dismissal, to get in addition to unemployment benefits a
compensation of the employer. So it isn’t a traditional pension. The system of the
conventionalearlyretirementisbasedontheexistenceofacollectiveagreement.The
possibilitytogowithearlyretirementwillberaisedfrom58to60yearsoldstartingin
2008.
Earlyretirementcanonlyincertaincasesattheageof58:
• from2008
o formenifthemanhasalreadyworkedfor35years
o forwomenasthewomanhasalreadyworkedfor30years
• from2012
o formenasthemanhasalreadyworkedfor38years
o forwomenasthewomanhasalreadyworkedfor35years
• lateronwilltheworkingyearsforwomenalsoberaisedto38years
11
In accordance with the Occupational Health Care Act, in Finland, an employer is
obliged toorganizeoccupationalhealth careat theirowncost for thepreventionof
danger and detriment to health due to work and working conditions, as well as to
protect and promote the employees safety, work ability and health. The statutory
occupational health care does not includemedical care, but the employer can also
organize medical care for their employees, and receive compensation for it.
Entrepreneurscanorganizeoccupationalhealthcareforthemselves,buttheActdoes
notobligethemtodoso.Asmuchas50percentofthecostsfortheentrepreneur’s
medicalcarearecompensated,uptothemaximumannualamountsetbytheSocial
InsuranceInstitutionofFinland.Acompanycanmakeacontractfortheserviceswitha
health center, a private clinic or an occupational health care clinic that is sharedby
companies.Asaprincipalrule,theSocialInsuranceInstitutionofFinland(KELA)paysa
compensationof50%‐60%ofthecostsincurred.Therestofthecostsaredeductiblein
the company’s taxation. Because of this act it’s more favorable for companies to
improve the working environment and increase the productivity of the employees.
(OuluRegionalBusinessAgency)
AccordingtotheactofTemporarilyLow‐wageSubsidyanemployerisentitledtohave
atemporarily low‐wagesubsidy incasetheemployerhaspaidwagetoanemployee
from900euroto2000euroduringthecalendarmonth.Inordertoreceivethesubsidy
the employee needs to be 54 years old, hired for a full‐time job or to be part‐time
retired.Theamountofthesubsidyis44%ofthepartofthewagewhichexceedsthe
limitof900eurobutcannotbemorethan220euro.Alsotheprivatepeoplewhohave
lowwagecanapply for the low‐wagesubsidy,which in thatcase is tax free income.
(Finlex) The Low‐wage subsidies are often proposed as a solution to the
unemployment problem among the low skilled people and also to increase the
employmentrateoftheelderpeople.
Secure and stable employment for elder people, in Lithuania, is bonded by the
Lithuanian Labour Code, which protects the interests of employees until their
retirement.Oneof themost importantnorms in theLabourCode is theArticle135,
whichguaranteestothepeoplethathaveonlythreeyearslefttoretirementage,the
possibilitytobenotdismissed,unlessitisnottheirguilt.
12
Lithuania is trying tomake some changes for the situation of the elder people. For
example,accordingto“theActofhighereducationpeople”,thereisthepossibilityfor
professorstoworkafterthepensionableageof65.
The government of Lithuania reaches tomake conditions for old age people to live
meaningful personal, social, professional and cultural life, to be respected for their
experience.Theemployermustmakethesameconditionstoallpeople independent
of their age. Law on equal treatment establishes the duty to firm equal rights and
opportunities independent of age, sexual orientation, disability, ethnical origin,
religion,gospelinalllawprojects.
To sum up, it is offering to appoint people to the higher educational institutions
consideringnotonlythecandidates’agebuttheirquality,professionalexperienceand
etc. This change would safeguard that higher educational institutions also their
subdivision head or their substitutes could be appointed all age people. Test of
appointmentmustbetheirprofessionalquality,professionalexperience,butnottheir
age.
Inthischapterithasbeenshownthateverystatehastakenitslegalactionstoachieve
thegoalthathasbeensetbytheLisbonStrategy.Somestateshavealreadyreached
the goal of 50%, like Germany and Finland; others states have taken their
measurementsbutitisstillearlytofullyassesstheimpacttheyhavehad.Theproblem
ofdiscriminationisstillabigissueinsomememberstates,andthesestatesfirsthave
to take in account the human rights before they can achieve the goal of the Lisbon
Strategy. To go deeper in the problem, it is now necessary, to analyze the
measurementstakenontheBusinessPerspectiveandontheHumanResourceLevel.
13
4 BusinessPerspective
4.1 InternationalPerspective
Duetotheworldwidefinancialcrisiscompaniesnowadayssufferfrommonetarydifficulties.As
a result, a lotof enterprises are forced to cutdown their amountof costs extremely. Some
companiesstartreducingcostsbylayingoffpersonnel.Theimportantquestionisnowbased
uponwhichcriteriaanemployercanchooseanemployeetodismiss.Apossiblecriteriaisthe
lackofcompetencesduetoanemployee’sage.Itisprovedbysurveys,thatthedifferent
competences an employee has got, do not all become less while the employee
becomesolder,buttheybegintochange,whilesomecompetencesincrease.
The following table illustrates the so‐called change of competences that employees
performwhilegettingolder.
Competences growing by advancing age
Competences reducing by advancing age
• Strategic thinking and action • Flexibility of reactions
• Market/customer orientation • Readiness to take a risk
• In-depth knowledge • Learning aptitude
• Experience/routine • Willingness to cooperate
• Awareness of Quality • Motivation
• Communication skills • Willingness to delegate
• Conflict resolution skills
• Coaching skills
• Labour satisfaction Change of competences by advancing age
Thusitappearsthatsenioremployeesdonotbecomelessusefulforanenterprise.
Elderworkersaresolelydifferent fromyoungerones. Inaddition itcanbesaid, that
growingcompetencesofemployeesarealwaysgood foranemployer,whichmeans,
thattheemployeese.g.aremoreproductiveandcreatemorevaluesintheenterprise.
Ontheotherhanddecreasingcompetenceswillonlycostemployermoney,sincehis
employeesarelessproductivethanbefore.
14
Thisleadstotheessentialquestionforeveryemployer,ifkeepinganoldemployeeis
moreexpensive than replacinghimbya youngerone.Onone side, education courses,
ergonomicalreconstructionandsickleaveofelderemployeesdoescosttheemployermoney.
But on the other side the loss of know‐how connected with the dismissal of elder
employees is a factor, which cannot be neglected. If an employer lays off a highly
qualifiedelderworkerinordertosavemoneyforashortterm,itmustbeconsidered,
thatonalong‐termbasistheemployeehastobereplacedbye.g.anexternalexpert,
whichisusuallyveryexpensive.Tosumup,itcanbesaid,thatkeepingordismissingan
elderemployeeinmostcasesisasimplequestionofcosts.
4.2 Nationallevel
In order to bring companies to employ formerunemployedelder peopleor to keep
ageing employees, there have been created different incentives in the different
memberstatese.g.tohelpnationalcompaniesbearingthecostsofanelderemployee.
In theNetherlands there is thepossibilityof reducingthetaxand insurancecostsof
olderemployees. In addition theDutchStatehelps companiesby compensating sick
leavecostsofworkersolderthan55years.
InLithuania,whenelderpeoplereachtheretirementage, theyusuallystayatwork,
because theyneedmoremoneyandalsowant tohaveahigherpension. Lithuanian
employersaretryingtokeepelderpeopleinthemarket,butusually just inthatpart
whereelderpeopleareworkingforsimpleworks,becausecompaniesarenotableto
pay for courses or trainings where elder people can improve they computers or
languagesskills.
In Finland many companies have started acknowledging the know‐how of elder
employees as an important asset. Nevertheless there are big problems with
miscommunication between older and younger employees in Finnish companies.
AccordingtotheActofOccupationalHealthCare(mentionedinchapter3)preventing
HealthCareServiceforallemployeeshastobeprovidedandthecompaniesdohave
thepossibilityofgettingthemoneytheyhavespentonhealthcareservicesbackfrom
15
theState.Companieswon’thavetoprovidemedicalservices,butincasetheydoso,
they can get the money back up to 60%. This benefits both the employer and the
employee;therewillbe lesssick leaveabsences,themotivationandtheproductivity
ofanemployee increases. Furthermoreemployers canget low‐wage subsidy, if they
hire a person aged 54 for full‐time job and in case they hire a person on part‐time
retirement. This helps the elder people to access working life and to extend those
careers which would otherwise be ended due to the retirement age. Recently the
OccupationalHealthCarecentreshavestartedtofocusontheworkingenvironmentas
apartofthepreventinghealthcare,becauseinFinlandaquitebigamountofthesick
leavesare causedby theexhaustion, stressandothermental issues. The sick leaves
costmoneyforthecompanybecausetheemployerisobligedtopayfullsalaryforthe
employeeforthenext28‐56daysdependingonthecollectivelabouragreementofthe
particular field and depending on the duration of the employee’s career. If the sick
leave isextendedtheemployercangetcompensationforthemoneyspentfromthe
SocialInsuranceInstitutionofFinland.
Every year a federal prizewill be rewarded to a company inBelgium that has done
exceptional efforts to hire or keep older employees. This award is positive for their
reputation.Inadditionmanysectoralpayscalesstilluseageasthecriteriononwhich
salaries are based. This leads to excessively high salary costs for olderworkers. The
European anti‐discrimination law has led the federal authority to invite the social
partners to systematically adjust their pay scales. From 2009 onward, collective
bargaining agreements setting pay scales based on age can no longer be legally
extended.DuetothisBelgianemployerswillhavetopaylesstaxonthewagesofall
employees. Furthermore the Belgian government helps employers also to keep and
employ elder people by creating so‐called age‐ or diversity consultants, which give
advicetothecompanies.
In Italy, some of the norms used to stimulate the occupation contemplate specific
dispositions to increase thepermanenceatworkor theprofessional replacementof
themostelderlyworkers.Forthisreason,primarilytheStatehastotakealook,about
newassumptions,onthecreditoftaxdiscipline;thisdisciplineprovidesforanincrease
ofthemeasureofthebenefitifthecontractofjobisstipulatedwithasubjectwhois
16
morethan45yearsold.Particularly, theamountofthecreditof tax is, insuchcase,
superiorof50europermonth.Thebindingdiscipline,redefinedin1992,itdepended
from the exigence to contain the pension expense; the exigence of its overcoming
derivesfromasidefromtheconvictionthatamoreliberalregimeinthisareaitwould
guaranteetheincrease,andsothecontributiverecovery,ofsubmergedoccupational
situations,andfromtheothersidefromthenecessitytoreconcile,insidethesystem,
the cumulate regulation with the initiatives used to allow a more prolonged
permanenceatwork.Therefore,aformofovercomingofthecumulateprohibitionhas
already been defined in the financial law of 2003 that it has established the total
cumulability of the treatment of seniority with the job incomes, with the only
conditionthatat themomentof theretirementtheaffiliatehasmaturedat least58
yearsofageand37yearsofcontributions.
InSpaintherewasstartedaprogramme,thatiscalled“ProgramadeRentaActivade
Reincerción”,which includesmeasuresofactivepoliticsofemployment, financedby
the State with the aim of incrementing the opportunities of labour reinsertion and
giving an economical help called “renta activa de inserción”, which is given by the
State, linked to the realization of the actions in the subject of active policies of
employmentthatdoesn’tincludewageretributions.ToentertothisprogramofRenta
Activa de Reinserción, the unemployed older people must meet different
requirements. For instance the employee must be at least 45, be a solicitor of
employment, in the office of public service of employment for 12months or more
without interruptionsanhavenorighttoreceivesubsidiesforunemploymentorthe
RentaAgraria.
To achieve this requirement is necessary that the solicitor lacks of salaries and,
moreover, if he/she has a couple and/or children younger than 26, elderly disabled
peopleoryoungerthan18whoisbeingfostered,itwilljustbeconsideredasachieved
the requirement when the whole sum of the intakes of all the inhabitants of the
familiarunity(includingthesolicitor),dividedbetweenthemembersthatcomposeit,
doesn’t overtake the 75% of theMinimum Interprofessional Salary per month, not
including the proportional part of the 2 extraordinary payments. That the person
solicitor hasn’t beneficiated of the program ofRenta Activa de Inserción in the 365
17
before the date of solicitude, unless it proves to be a disabled person, victim of
violenceofgenderandvictimofdomesticviolence.Inadditionitisalsoimportant,that
thepersoncannothavebeneficiatedfrom3programsofRentaActivadeReinserción.
InGermany special education courses thatanelderemployeeneeds canbepaidby
thestate, if theemployeemeetsspecial requirements, inordertosavecosts for the
employer.Thismeasurehelpscompaniestokeepelderemployees,whichtheymaybe
wouldhave todismissdue toa lackofqualification,because theemployeescanget
the education they need – paid by the State. Furthermore German employers, that
hireformerunemployedelderpeoplecangetsubsidies(max.50%ofthenewwage),if
thenewemployeeiselderthan50andwasmorethan12monthsunemployed.
Asaconclusionitcanbesaid,thatthebiggestproblemfromtheemployer’spointof
viewisthecostproblemproducedbyelderemployees,suchasforinstanceadditional
educationcourses.Thereforeeveryreviewedmemberstate–exceptLithuania–tries
tohelpitscompaniessolvingtheabovementionedcostproblembyeithergivingthem
subsidiesorreducingthetaxtheyhavetopay.However,fromtheemployee’spointof
view it is not all a matter of costs. For this reason in the next chapter the Human
Resourceperspectivewillbeexplored.
18
5 HumanResourceperspective
5.1 HumanResourceManagement Human resource management is the strategic and coherent approach to the
managementofanorganization’smostvaluedassets‐thepeopleworkingtherewho
individually and collectively contribute to the achievement of the objectives of the
business. In simple sense, Human ResourceManagementmeans employing people,
developing their resources, utilizing maintaining and compensating their services in
tunewiththejobandorganizationalrequirement.
Humanresourcemanagementservesthesekeyfunctions:
1. Selection
2. TrainingandDevelopment
3. PerformanceEvaluationandManagement
4. Promotions
5. Redundancy
6. IndustrialandEmployeeRelations
7. Recordkeepingofallpersonaldata.
8. Compensation,pensions,bonusesetcinliaisonwithPayroll
9. Confidentialadvicetointernal'customers'inrelationtoproblemsatwork
10. Careerdevelopment
Withincorporationsandbusinesses,Humanresourcesreferstotheindividualswithin
the firm, and to the portion of the firm's organization that dealswith hiring, firing,
training,andotherpersonnel issues.Theobjectiveofhumanresourceistomaximize
the return on investment from the organization's human capital and minimize the
financial risks. It is the responsibility of human resourcemanagers to conduct these
activitiesinaneffective,legal,fair,andconsistentmanner.
19
Socialpartners–asrepresentativesofemployersandworkers–haveaparticularrole
toplayinfacilitatingtheworkforceinEurope.DuetotheimportantpositionofSocial
partnerswithin companies, they are able to exert pressure on the Human resource
management policy. This would have as a result that the Human Resource
Managementmakessomechangesintheirpolicyonhiringpeople.Thiscouldbevery
interestingfortheelderly.Ifthesocialpartnersplaytheircardsright,HRMcouldhire
moreelderlypeople.
ThedemographicchallengefacingtheEuropeanUnionisthat,overthenext20years,
theaverageageoftheworkingpopulationwillincreaseandthenumberofpeopleof
workingagewilldecline.At the same time, the strainonsocial security systemswill
growwithincreasinglifeexpectancy.
Toachievemoresustainableeconomicandsocialdevelopment, theEUhas set itself
thetargetofincreasingtheemploymentrateofolderpeople.Forthistobesuccessful,
governments,socialpartnersandorganizationsneedtoworktogethertodevelopthe
skillsandemployabilityofolderpeoplewhilemaintainingthehealth,motivationand
capacitiesofworkersastheyage.
Agediscriminationandnegativestereotypesofolderworkersmustbetackled,while
workingconditionsandemploymentopportunitiesmustbeadaptedtoanage‐diverse
workforce. Human Resource Management plays an important role in age
management.HRMmustdeveloptheageawarenessthroughouttheorganization.
HRMcanreachthisgoalonthefollowingway:
‐monitoringrecruitmentandtrainingtoensurethatageisnotusedinappropriately;
‐promotingagediversityandensuringthatalllevelsofmanagementare
committedtoit;
‐ensuringopportunitiesforlifelonglearning;
‐introducingagemanagementinitiativesandevaluatingtheirimpact
20
5.2 Europeanperspective
According toTheEuropeanUnionworkingbeyond theageof55mustbeviewedas
rewardingfortheemployeeandvaluableforcompanies.Withoutsuchthiscollective
awareness,anypracticalmeasureswhichareadoptedwillnothaveanoptimalimpact.
The first steps must be to bring a change in attitudes and to raise the awareness
among companies and employees. Therefore urges the EU to promote awareness‐
raising,informationandenlightenmentcampaigntargetedatthemainstakeholdersas
wellassocietyingeneral,inordertohelpbringaboutapositiveperceptionoftherole
whichworkers can play in companies and the public services. Best practices should
alsobedisseminated.
According to the European Union elder employees have the right for protection
against discrimination. The EC Directive establishing a general framework for equal
treatment in employment and occupation covers a number of grounds of
discriminationincludingage.TheEU’spopulationisageing,butthereismuchevidence
thatagediscriminationiswidespread.Thelawagainstagediscriminationisareaction
to that and the consequent desire to encourage greater participation in the labour
marketbyolderworkers.
5.3 NationalperspectiveThe overall view among the European Union countries, which have agreed up the
LisbonStrategyanditsthreepillargoals,seemsthattheageingworkforceisincreasing
and their competence in the hectic global business environment has become a real
concern. Thousands of employeeswill retire around Europewithin the next 5 to 10
years and therewill be ahugedemand forworkforce and know‐how. The countries
which have endorsed the Lisbon Strategy have started up many different kinds of
projects on how to improve theworking life conditions and the competence of the
elder employees. Because the life expectancy is increasing and national health care
systems are improving, it can be seen possible for extending the elder workers’
careers.
21
In this chapter the nationalities involving the project Implementation of Lisbon
Strategy are being introduced. Their main characteristics and perspectives on the
matter how to maintain sustainable performance for elder people will be analyzed
throughthereportsdonebyeachparticipantoftheirowncountries.
AccordingtothereportofItalytheimprovementoftheelderworkerspossibilitiesto
find jobs are done by the employment agency (that can be public or private)which
arrangesconventionsonteachingtheelderpeoplehowtofindanewjobandhowto
copewithone.Mainlythecountry’spublicpolicyhasa little influenceondeveloping
theworking life of elder people and it’s an issuewhich isn’t included in the Italian
politicalagenda.Anywaytheissuehasarisenfromthecompanylevelandthecountry
hasstartedtoacknowledgetheproblem.Overallprobleminthecountryseemstobe
the younger generation’s employment possibilities. Being a collective culture elder
people are more respected than in the Northern European countries for example,
where theemphasis ison the individual.As itwas said in the Italian report younger
peoplefeelmorediscriminatedthantheolderpeople.
In Belgium case the emphasis is more on the attitude change in the working
environment towards elder people and the companies executing the policy on
improving the atmospherewill be introduced in the next chapter. On national level
extrabonussystemhasbeencreatedforpeoplethatkeeponworkingovertheageof
60andeveryworkerover40areentitledtoaconsultationontheircareerperspectives
two times a year. In case the company cannot provide it, employee can get
consultancyoutside the company.Alsoelderemployeeswill be given certificateson
theircompetenceandgainedinformation.
Lithuania is a quite new member of the European Union and the improving living
standards has revealed a new problem in the working life. The amount of elder
employees is increasingand their competence in theworking life is aquestionas in
almosteverymemberstate.AccordingtotheLithuanianreporttheUniversitieshave
established educational programs for elder people in order to give people new
possibilitiesinworkinglifeandextendthecareers.Theeducationalprogramsarefree
andtheyarefundedbythegovernment.
22
According to the report ofFinland the goals set for the employment rates for elder
people have been exceeded, but the main issue lies in the atmosphere of the
companies. The youth has become an essence of life and older employees are
disrespected in the companies. This ismost probably due to the higher educational
systeminFinland.Mostoftheelderemployeesdon’thavehigherdegreeandbecause
ofthat it’sreallyhardforthemtomoveforwardintheircareers.Differentministries
have establishedmany programs on improving theworking life and the educational
situationforelderpeople.ThemostimportantoneistheTYKES2004‐2009theFinnish
workplace development programwhich aim is to improve the interaction andwork
practices in Finland. The focus is on themanagement level and the staff to support
themtoworktogetherforbetterworkingenvironment.Thiswill improvethequality
and productivity in working life. The main issue at the moment is the worldwide
economical crisis,which is affecting on thepersonnel policies in Finland. People are
being laidoff and the fearofunemployment ishugeamongelderworkers.Also the
training programmes provided by the employer are put on hold, because there’s a
needtocutdownthecosts.
InGermanythepublicawarenessofageingworkforcehasincreasedandhasfoundits
way to companies also. Several programs on promoting the employment of ageing
people have been set and the importance of the experience and the practice‐
orientated knowledge older employees has been acknowledged. To promote the
employmentofageingpeople62localprojectshavebeensetandthoseareespecially
forelderunemployedpeople.Peopleemployedbythestatehelpelderpeopletofind
workthatfitsespeciallytheirqualification.TheEmphasisintheprojectsisonthelocal
peopletryingtofindlocalwork.
23
In Spain the improvement of the working conditions for elder people is a little bit
different compared to other countries reports. Even thou there has been a rapid
ageing in Spanish population the general attitude in company level favors early
retirement instead of extending careers and improving the working practices and
environment. By state there have been set a progamme called “Programa de renta
active de reinsercion como derecho subjective”. This means that the unemployed
peoplewhoaredemandingemploymentwill receivemoneyfromthegovernment in
casethepersonisover45yearsold.
The Netherlands are facing the same issue on increasing amount of the ageing
populationasaremanyof theEuropeanUnioncountries.There isahugegap in the
labourforcebetweentheolderandyoungergenerationandtheextensionofcareersis
inevitable. The general attitude on ageingworkers is under upgrading and different
kinds of age awareness projects are set, but main emphasis is on the life course
perspectivewhichimpliesthatworkersindifferentphasesoftheirliveshavetheirown
vulnerabilitiesandcapacities.Inordertoreducetheearlyexitofelderemployeesthe
government policies on early exit and exit into disability insurance are made more
expensive for thecompanies so that thecompanieshavehad to focuson improving
theworkinglifeandinteractionbetweenyoungerandolderemployees.Bothcompany
managementand labourunionshavedifficultiestoresistsupportingtheearlyexitof
employees because many companies are struggling due to the economical crisis
aroundtheworld.
5.4 Microperspective
At the moment the current worldwide economical crisis is creating challenges for
companies.Thequestionhowtomaintaintheoperationswithoutlayingoffpeople,is
an issuemanymanagers are thinkingat themoment. In this kindof a situation it is
difficulttotryto lookintothefutureandkeepingthepositiveattitude.Whencomes
thetimetomakedecisionsonwhereandhowtocutthecosts,mainly itstarts from
thehuman resourcedepartment. This is something thatwe’ve all seen in thenews,
people losing their jobs because of the financial crisis hitting the companies. In this
situationalsoanykindoftraininganddevelopingprogrammesareputonholdorshut
24
down, no excess costs are needed. In some point of view these decisionsmight be
harsh,but itmightbe theonly thing that cankeep thecompany running.Not tobe
naïve,hastobementionedthatcuttingdowntheprofitexpectationscouldalsokeep
thecompanyoperating.
Whether the situation in the economical world is good or bad, decisions should be
doneinthelongrun.Andwhenthecompaniesareunderpressuretheydon’tkeepup
withtheirageawarenesspoliciesand itonlybenefits thecompany inshort term.As
wasmentionedintheBusinessperspectivechapterthetimeswillchangeandthenthe
workforce laid off will be needed again. In this chapter different companies from
differentcountrieswillbe introduced.Manyofthemhavedoneverygoodlongterm
decisions on improving the quality of theworking life and the possibilities for elder
workersinthecompanies.
• Germany: one company (bank) implemented a three pillar system in their
operationsasan intention toextend the careersofelderemployee.Working
hours, work content, and working place were based on the education. For
example in a company called MicroTec motivation, health and qualification,
recruitmentmeasurestargetedtooldpeoplewereseentohavepositiveeffect
intheself‐esteemandself‐conceptofthestaffmembers.
• The Netherlands: Siemens, Achmea and Neopost have been shifting the
responsibility of well‐being of workers to the line managers which have
appeared to be very successful. Same companies also emphasize the elder
employees’roleasmentorforyoungeremployeesandseethattheinformation
flowishighlyimportant.
• Spain:GlassworksMatarohastakeninitiativesintopracticeandthemainpart
istheknowledgetransferbetweenthegenerations.Themanagementcoaching
is done by an external senior. In company called Escola Pia the amount of
trainingsareincreasedwhichgivesequalaccesstoemploymentforallagesand
intergenerationalexchangeiscombinedwithpartialretirement.
• Belgium:Goodexamplesofmakingchangesintheworkingenvironmenthave
done the companies De Klink, De Berkjes, T‐interim, Barco with offering
trainingpossibilities,flexibleworkinghours,jobdesign,jobrotationandmost
25
importantly trying to change the attitudes towards elder people within the
companyandemphasizingknowledgetransfer.
• Italy:AcompanyCoopAfricarecruitedolderwomenthrougharedeployment
courseandseveralwomenrespondedwithjoywhentheywereofferedajob.
The company gained enthusiastic employees whose motivation and
commitmenttotheirjobsweregreaterthanaverage.
• Finland: The company Ruoka‐Saarioinen had a promising senior programme,
untiltheendof2005,targetedtoemployeesaged54.Theideawastohavea
frequentcareerplanningdiscussionwiththeemployeeandthesuperior.Inthe
discussion was included the work ability problems, need for changing work
contentandtheneedforeducation.Alsotheseniorworkershadpossibilitiesto
receivetimeoffinsteadoftheannualholidaypayandpossibilityforpart‐time
pensionwasoffered.
• Lithuania: Any special company cases couldn’t be found about Lithuania,
probablybecause theawarenessof theageingemployeesasan issue is fairly
new.Recently theConfederationofLabourUnionshasdefinedolderworkers
asoneoftheimportantandvulnerablegroups inthelabourmarket.Similarly
the employers represented by the Lithuanian Business Employers’
Confederation and theConfederationof Lithuanian Industrials are starting to
address the issue of older workers. Lithuanian media especially local news
papers have been very alert on this issue and publish articles on the
employmentproblemsfacingolderpeoplearequitefrequent.
As a conclusion of thewhole Human Resource chapterwe can say that theHuman
ResourceManagementandtheSocialPartnersplayan importantrole intheworking
life.TheHumanResourcedepartmentisthecoreofthecompanybecausetheycontrol
theworkforce.As itwassaid thesocialpartner’s representativesare in theroleofa
negotiatorincasesomebigchangesaredoneintheworkinglifeandinthecollective
labouragreement.Theirroleshouldbemoreemphasizedinallcountries,becausethey
are the ones which really can affect to the companies’ decision making process
concerningtheelderemployees.Thecompanieshaveacknowledgedtheissueonthe
increasingamountof retiringpeopleandpossible lossof knowledgeandknow‐how.
Becauseofthatseveralprojectshavebeensettoextendelderemployees’careers.
26
7.Conclusions Having the research done, it can be said as a conclusion, that the situationof elder
peopleonthe labourmarkethas improvedsincetheLisbonStrategywas initiated in
March 2000. However, some Member States have not reached the goal yet and
thereforethesituationofelderpeoplestillmustbeimprovedonandon.
Unfortunately there is no common European law or directive concerning the
performanceofelderpeopleonthe labourmarket,althoughdifferent lawse.g.anti‐
discriminationlawsdealwithelderpeople.TheLisbonStrategytriestofillthisgapand
duetothiseverysingleMemberStatetriedtosolvetheproblemseparately,butthe
goalof50% is commonand therefore, theevaluation following theopenmethodof
coordination should be continued in every case. Even the goal should be increased
fromnow50%to55%.
There is also a social problem concerning the opinion of the society about elder
people.Atthemomenttheenvironmentinbusinessworldemphasisestheyouthand
efficiency.Becauseofthatattitudetheelderpeoplearedisrespectedinthecompanies
and the possibilities for moving forward in their careers are basically set in the
minimum.Theknow‐howandtheelderemployeescontributiontoacompanyneeds
tobevaluedmore.Theexperienceisa“huge”assetforthecompaniesandtherefore
the elder employees’ know‐how and competence should be maintained through
internalandexternaltrainingsandcourses.Someelderemployeesdonotgethiredor
even get dismissed due to a lack of qualification. Companies in general have the
problemofbearingthecostsofanelderemployeeforinstanceforeducationcourses
inordertokeepthemoccupied.
Inthefutureaninversionoftheagepyramidwillhappen,thatwillleadtoagaponthe
labour market. The gap will emerge, because more elder people will retire in the
futureandlessyoungworkeswillbeonthemarkettodothejobsoftheretired.This
case also puts big pressure on the budget of the State, because the pensions of all
retiredpeoplehavetobepaid.Inthissituationcompanieswillbegettingbigproblems
with occupying qualificated personnel on the labour market, unless some elder
27
employeeskeeponstayingonthemarket.
Therefore the situation of elder people on the market and in the society must be
improvedincertainway,aswillbeexplainedinthefollowingchapter.
28
8.Recommendations TherecommendationswearesuggestingfortheEuropeanUnionwillbestructuredin
three different levels which are the European, national and business levels. The
divisionisdoneinordertomakethestructureclearbecausealltherecommendations
cannotbeappliedtoeverycountryatthesamelevel.
Europeanlevel:
EuropeanUnionlevelrecommendationonregulations,whicharementto
Statestomaintainacertainlevelofelderlyemployeesinworkinglife.
Nationallevel:
• Incasetheemployeeover54getsdismissed,the
companyisobligedtopaytheeducationforthe
employeeforthefollowingsixmonthsthatshouldbeat
leasttheonemonthsalary.
• Thepeopleover54whoareunemployedforlongerthan
sixmonthshavethepossibilitytogeteducationfullypaid
bythegovernment.
• Taxreductionforcompanieswhichhavekeptcertain
amountofelderemployeesworkingforacertainperiod
oftime,whichcanbedefinedbythecountries
themselves.
Businesslevel:
• Companyneedstopayapenaltyfeewhichisthreetimes
thesalaryofadismissedpersontothegovernmentin
casethepersonisthreeyearsawayfromretiriment.
29
Europeanlevel:
Therecommendationistotrytomaintaintheknowledgeoftheelderlyinthe
companiessothevaluableknow‐how,expertiseandexperiencewon’tgetlost
andatthesametimetoimprovemoreflexibleworkingconditions.
Nationallevel:
• Minimunearlyretirementage60andthefullretirement
age65,butthepeoplecankeeponworkingvolunterily.
ThiscouldbeimplementedthrougouttheEuropean
Union.
• Topromotepart‐timeretirementinsteadoffull
retirementtomaintaintheknow‐howinthecompanies.
Businesslevel:
• Mentoring‐programmestomaintaintheknow‐howand
transferittothenextgenerations.
• Diversitymanagement:tohavepeoplefromdifferent
phasesofworkinglifetobepartofthemanagement
teaminordertohavedifferentapproachestothe
decisionmakingprocess.
• Tocreateagenerousbonus‐systemfortheelderlywho
continueworkingafterretiringage,incasetheyare
physicallycapable.
• Flexibleandshorterworkingdays.Sotherewillbe
possibilitiestodoshorterdaysandlongerdays,
dependingonthesituation.Thiswillimprovethe
motivationlevelandtheproductivityoftheelderly
employees.
30
EuropeanLevel:
RecommendationistocreateandimprovethePublicAgeAwareness‐
programmes,whichpromotetheelderpeople’scompetences.(Improvingthe
elder’sselfesteemviamentoringsystem).
Nationallevel:
• Governmentsupportingbusinesstoarrangetraining
programmes,sothattheburdenofthefundingwon’tbe
onlycompanies’andemployees’responsibility.
• PromotionoftheUniversitystudies/researches(meaning
experts,professors)ontheageawarenessandelder
people,andtofindmoresolutionsonthematter.
• Everyyearanationalprizecanbegiventoacompany
thathasdoneexceptionaleffortstohireorkeepolder
employees.
Businesslevel:
• Toteachtheleadershipanddevelopthemanageriallevel
skillssothattheworkingenvironmentcouldbeimproved
inalongrun.
Europeanlevel:
Enlargethegovernmentscontroloverthecompaniesmisusingthecollective
labouragreement’scontractsystemtowardstheelderemployeesinorderget
ridoftheblacklabourmarket.
Nationallevel:
• Incasethecompanieswon’tfollowthesystemtheygeta
penalty.
31
• Thecompaniesthatdon’tfollowthesystemcannot
profitfromEuropeanfunds.
Europeanlevel:
Therecommendationistoofferexternaltrainingprogrammesforelder
employeessupportedbythegovernment.
TheEURESsystemshouldbeimprovedtobeabletodobettermediationfor
theelderpeople.
Nationallevel:
• Nationalemploymentagencieshavetoimprovetheir
functioningandcreateanAgencyforelderpeopletofind
jobs,educationandtraining.
Europeanlevel:
Enhancetheimportanceofprecautionaryoccupationalhealthcaresystem
whichfocusesonthewell‐beingoftheemployees,improvingtheworking
environmentanddevelopingtheergonomicsintheworkplaces.
AsaconclusionofalltheserecommendationswecansayfortheEuropeanUnionthat
it’simportanttomaintainacertainlevelofelderemployeesintheworkinglifeinorder
to keep the know‐how in the companies. This could be done throughout thewhole
Europe the Public Age Awareness programmes which possibly could change the
negativeattitudestowardselder inthesociety.Theattitudesareoftenbasedonthe
incompetence of the elder inworking life. Because of this the training programmes
should be financed by the government. Another solution for improving the
competence of the elder employees and at the same time developing the working
environmentcouldbedonebytheprecautionaryoccupationalhealthcaresystem.It’s
also very important acknowledge the problem of the black labour market around
32
Europe especially concerning the elder people. Governments’ control over the
companiesshouldbeenlargedincountrieswhichhavethisproblem.
Somerecommendationsonnationallevelareforexampletooffereducationforelder
people thatwillbepaidby thegovernmentor thecompanies. Insomecountries for
example in ItalyandSpain theefficiencyof theemployementagenciesareona low
levelandtheirfunctionsshouldbeimprovedinordertoincreasetheemploymentrate
ofelderpeople.Thepublicawarenessoftheelderemployeescompetencescouldbe
improved by different studies made by the Universities or experts. To attract
companiestohireelderemployeescouldthetaxreductionbeapossiblesolution,but
wehavetotakeintoaccountthepublicfinancesystems.
Forcompanies it ishighly important tomaintain theelderpeople in theworking life
becauseoftheirknow‐howandexperienceandsothatitwillbepassedtotheyounger
generation.This canbedone through thementoringprogrammesand recording the
knowledge. To have a demochracy in the company there has to be diversity
management,sothateverygenerationcanparticipateonthedecisionmakingprocess
and will be heard. To improve the working environment and the decision making
processevenmoreit’snecessarytodevelopthemanagementskills.Toencouragethe
elderemployeestoextendtheircareerstherehastobepossibilitytohaveflexibleand
shorter working days. It’s been proven that it increases the motivation level and
productivity.Generousbonussystemforolderemployeeswhoworkaftertheretiring
age,willmaketheextendedworkinglifemoreattractive.
Inordertomaketheserecommendationshappen,thereneedstobemoreinteraction
betweentheEuropeanUnion,theMemberStatesandtheBusinesslevel.
33
9.ReferenceList1. Europa‐GatewaytotheEuropeanUnion.Themainpage.Referred:23.03.2009
Available:http://europa.eu/index_en.htm2. Europa‐GatewaytotheEuropeanUnion.SummariesofLegislation.Combating
Discrimination.Referred:20.03.2009.Available:http://europa.eu/scadplus/leg/nl/s22002.htm
3. Finlex.Temporarilylow‐wageact.Referred:25.6.2009.
Available:.http://www.finlex.fi/fi/laki/ajantasa/2005/200510784. OuluRegionalBusinessAgency.Employee’shealthcarearrangements.
Referred:20.03.2009.Available:http://www.oulu.ouka.fi/ouluseutu/yrityspalvelut/perustamisopas/tyoterveyshuolto.htm
5. YTK‐yhdistys.TheSickleavesalaries.Refered:25.03.2009.Available:
http://www.ytk‐yhdistys.fi/index.asp?id=311 6. Eurofound.Workinglonger,livingbetter.Referred:24.03.2009.Available:
http.//www.eurofound.europa.eu7. Eur‐Lex.AccesstoEuropeanUnionLaw.Referred:20.03.2009.Available:
http:/www.eur‐lex.europa.eu8. EuropeanCommission.TheEuropeanUnionpolicies.Referred:20.03.2009.
Available:http:/www.ec.europa.eu
34
Appendixes
THEEMPLOYMENTOFOLDERWORKERSWITHINTHEEUROPEANUNIONTheemploymentratesofpeopleaged55to64variesfrom30%to70%withintheEuropeanUnion.WithintheLisbonstrategy,theEuropeanUnionhassettheobjectivetoreachanemploymentrateof50%amongthe55‐64agegroupbytheyear2010.In2007,theaveragerateintheEuropeanUnionof27was44.7%,while38.3%inFrance.TwelveoftheEuropeanMemberStatesarealreadyabovethisrate.