10 allée Enrico Fermi – 76230– BOIS GUILLAUME

FRANCETel: +33(0)2 35 12 17 17

www.opcareg-hn.fr

Equallity - Finding the way to innovative Life Long Learning Solutions

Upper Normandy

• A non-profit organisation created in 1995 We collect and manage the financial contributions which, by

law, firms must pay towards their employees’ training and personal development …

• Our board members include representatives of employers’ organisations (MEDEF) and trade organisations

• OPCAREG belongs to a national network – 24 regional branches – 20 activity sectors represented– 45 000 enterprises (all sizes)

OPCAREG HAUTE NORMANDIE

550 employees dealing directly with HR managers and employers

OPCAREG ’S MISSION

• Go beyond our primary task of collecting and managing funds • Anticipate changes on the labour market• Implement innovative solutions to ensure the sustainable

development of people and enterprises.

innovative solutions

Lisbon Agenda objectives

Enterprises needs+

Our mission : • Manage vocational training budget of enterprises • Finance training courses for employees

Our value added services• Consultancy on human resources policy, employment and training legislation• Development and management of specific projects

2002-2005 S.E.N.I.O.R.S: Initiated in 2001, the project aimed at analysing the regional situation in terms of senior employment, encourage innovative training schemes for the over 50’s and encourage the (re)-recruitment of the over 45s.

2004-2007 EQUALLITY PARCOURS D’AVENIR : Anticipating and promoting career management for employees over 45+. The project offers Human Resource management tools and advice for both employees and employers.

2005 - 2007 PERFORMANCE SENIORS A national project to promote vocational training for the 45+ and understand the attitudes of both employees and employers

Age Management - Equal Projects

Projection : Proportion of the over 50’s in our workforce2000 = 20 % 2006 = 25 % 2015 = 30 % (if retirement age = 65)

Source : INSEE - DARES, Blanchet D., 2002

• Retaining/transfering the know-how (tutoring / mentoring)

• Keeping the over 50’s in a dynamic work / learning mode (anticipating second half of their career)

• Helping (long term) unemployed people over 50 to find employment (training and and acting upon employers’ representations)

Anticipating the demographic change

Issues to

tackle

Some facts and figures

• Results from recent surveys conducted in 2 national projects (Pic Equal)– “Equallité Parcours d’Avenir” (Equallity -

Pathway to the future)– Performance Seniors

• Over 2500 enterprises where consulted in 6 French regions (>10 employees)

Objectives

• 2 questionnaires to collate information– Quantitative level – Qualitative level

• In order to – Understand the discriminating factors (age, gender,

qualification levels…etc) in terms of gaining access to vocational training

– Understand attitudes of workers and employers (profiling)

– Identify strategies to improve the management of senior human resources

What we’ve learned

• Key factors in access to vocational training for 45+– company size– company training organisation (in house facilities)– number of years in company– gender

• Age is also important– Trainees aged 45-49 yrs = 41% – Trainees aged 50-54 yrs = 38% – Trainees aged >54 yrs = 21%

Profiling the Senior workers/trainees

• 5 segments identified using 4 criteria : • company size• initiative for training action• type of training• nb of yrs in enterprise

• 2 dimensions :

Widening range of skills

specialisation

Obj

ecti

ve o

f tr

ain

ing

Attitude of trainee

passive Active

Specialisation

Motivation

Widening range of

skills

« Non mobility »

AdaptingTo their role

(28%)

Expert(20%)

Adaptating to their environment

(24%)

Pro active(9%)

Mobile(20%)

Technicians

500 employees et +

20 yrs + in the

company

Transversal skills

LanguagesSales,

commercial skills

Accountancy

Management

Agriculture

Transport and

communicati on

Women

Employees,

technicians

10 – 49 employees

Less than 5 years

Specific skills

Transport

Commercial skills,

Workers

Men

EngineersManagers

NTIC SKILLS

50 -499 employees

Employees initiative

Health and Social

Workers

10 à 19 ans

What do enterprises think of their senior workers ?

• Managing senior human capital– 18 % = it is important to anticipate and help plan

2nd half of careers– 57% = may start thinking about it if it becomes

significantly important but do not see it as a need today

– 25 % = do not recognise the issue

• Perception of +45 yrs :+++ Good attitude, dedicated, expert- - - Not very flexible, poorer performance, lack of

personal investment

Profiling enterprises

• Pragmatic (19%) : NO HR department training is used when there is a need for it– small enterprises, Transport and communication, no long term HR strategy

• Pro active (27%) : Dynamism but no real HR tools developed within the company– Small enterprises, sales / commercial activities, strategic vision but no

internal HR service

• Strategic (18 %) : formalised HR service– Larger companies, recognition of need age management, training actions

• Waiting for ... (36%) : Do not use HR tools at their disposal– Same means as « Strategic » segments, but no recognition of need for age

management

What to do ?

• Anticipate, plan and act• Provide support and tools to smaller

enterprises• Help companies and workers with

individualised “pathways” : a key factor in motivation

Tool Kit

For employers For employees Accessible via website

• 3 levels of information– basic : raise awareness (quizz + video game with

real life situation)– technical : practical information about means

available to both employers and employees– expert level : research, statistics etc...

Additional tools for Opcareg’s advisors

• Tool Kit• + training seminar to develop specific

argumentation in favour of the target groups

• Age pyramid tool to use in companies• Notice to optimise the French legislation

(LLL + “Specific Senior Plan”)