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Dr Izabela Kołodziejczyk-Olczak
Summer School, 2013 r.
Diverse and sustainable Human Resources - based on project Equal opportunities in the
labour market for people 50 +
Presentation plan:
1. Theoretical aspects of HRM, sustainable resources, diversity, age management
2. Project Equal opportunities in the labour market for people 50 +
3. Research results
Theoretical aspects of HRM, sustainable resources, diversity, age management
Resources in the process of management
FINANCIAL – main field of interest in financial
management (capital, profits, subsidies, cash flow, securities)
MATERIAL– main field of interest in work process
management. These are fixed assets (company properties,
buildings, equipment, machines, office devices,
energy installations)
HUMAN – main field of interest in human resources
management (staff – sex, age, education, skills, work record,
personality). HR grow on popularity in today’s business
IINFORMATION – main field of interest in management of information flow – inside and outside the company (reports,
forecasts, announcements, specialised publications,
databases)
• Human resources are perceived as an element of
building a competitive advantage and are a key
element of management.
• Human resources management (HRM) is a
complex process consisting of logically related
activities allowing companies the proper
selection of workforce and making them
effectively perform their tasks in accordance with
company’s objectives.
HRM
Basic (sub)functions of HRM
HR Analysis HR planning
staff selection(recruitment,
selection, adapting staff)
staff assessment
rewarding motivation staff development shaping conditions and work relations
personal controlling outplacement
There are many challenges for human resources management which Pocztowski groups into challenges related with organization’s environment, the organization itself and people working in the organization.
New economy
• Globalization
• Informatisation
• Cultural diversity
• Customer oriented
• Change in demand on work market
New organisation
• Intellectual capital
• Key competencies
• Hierarchy restrictions
• New leadership
• Flexible work relations
• New HR systems
New worker
• ‘Knowledge’ worker
• Less employment stability
• New career
• Team work
• Bearing stress
• Balance between work and private life
Challenges of HRM
In a concept of sustainable development we are achieving not only economic, but also environmental and social goals. Human resources play the most important role
in the process of transforming enterprises into sustainable organizations. Sustainable personnel—
highly qualified employees who know and implement the principles of sustainable development.
In the face of growing environmental and social problems, sustainable personnel are particularly predestined to lead the business effectively and
efficiently along the path of long-term equilibrium of intergenerational needs
Differentiators diversity in contemporary organizations: disability, age, marital status, sex, race, knowledge, nationality, language,
place of residence, sexual orientation, religion, personality, motivation, temperament,
ambitions, passions, dreams, values, interests, experience.
Age management in the broadest terms is the management of the company, which takes
into account age diversity of employees. With this diversity company is trying to make the
asset and use it for the benefit of workers and businesses.
Age management uses the instruments and tools of Human Resource Management, but deliberately chosen in view of the different
ages of employees.
Good life
Successful workers
Ocupational Well Being, Coping
AGE MANAGEMENT
Produtivity, workability
succsesful enterprice
Good future
Project Equal opportunities in the labour market for people 50 +
Project is one of the results of activities taken by the Ministry of Labour and Social Policy aiming at the propagation of the idea of
equalising opportunities in the labour market in Poland to people aged 50+.
The main objective of the project Equal opportunities in the labour market for people
aged 50+ is to promote professional activity of women and men over 50 and to promote
actions for extending the period of professional activity of people at this age.
The research was carried out by the University of Łódź, which is a Project Partner. • field research including people aged 45+ as well as
employees, labour market institutions, social welfare organisational units, and non-governmental organisations; this research will enable a thorough diagnosis of the current situation of this group in the Polish labour market;
• research on solutions promoting Active Ageing in chosen EU Member States conducted based on secondary data and information collected during study visits;
• Projects na programs addressed to 45/50+
Research results
In the recent years in Poland, as in the other European countries, the accent has been
placed on the issue of increasing professional activity of the generation 50+, including the extension of the employment period. The
reasons for this lie, among others, in shrinking, but also ageing, of the potential
labour forces, extending life expectancy, with simultaneously improving health of the older
generation, etc.
Despite the clear improvement in the recent years, professional activity of the older
generation still remains at the low level, which - especially in the perspective of the increase in the retirement age - implies the need for intensified efforts in the labour market and
social policy. The basis for the measures is the understanding of the baseline, that is the
diagnosis of the situation of women and men aged 50+ in the labour market.
The Polish aged 45-69 constitute a diverse community (N=3200). Taken into account certain
characteristics (such as family, economic situation, competence), there is a clear difference
outlined between the oldest (60/65 +) and the younger generation - at the age of 45-49 years, from the point of view of the other issues (such
as an approach to professional activity , competencies and their development) - there are
major discrepancies between those currently employed and the unemployed.
The outcomes of Diagnosis confirm low professional activity of women and men between 45 and 69 years of age - half of
women and one third of men are economically inactive, mainly in connection
with the receiving pension benefits.
Employers (N=1100)
Public entities more often declare employing the people aged 45/50+ (92% against 70% of non-
public)
persons aged 45/50 + (regardless of gender and age) are employed primarily in a small (38%)
and medium entities (26%).
Representatives of organizations involved in supporting people aged 45/50 + in the labour
market (labour market institutions, social assistance organisational units - JOPS, NGOs)
clearly point out to the low mobility of women and men aged 45/50 +
About 5% of the population aged 45/50+ runs their own business, more often men than
women, especially from younger age groups.
There is a clearly outlined picture of double burden of so called sandwich generation which refers to
people burdened with double obligations (financial, assistance, emotional etc.) resulting
from the care of their old parents and their own children or grandchildren. 1/4 of people aged
45/50+ are occupied with the care of dependant persons, on average for over six hours a day.
Almost half of Poles aged 45-69 assesses their health status as good as for their age, but - on
the other hand - 20% assesses it as bad or very bad.
Social activity of people aged 45-69 is low - only 5.1% of women and 4.1% of men belong to an
organization or association, with political activity declared by only 0.7% of women and
1.1% of men.
Knowledge about age management among Polish employers is limited - especially among those
smaller ones. The implementation of age-management strategies by firms depends on their size and the type of personnel policy. In the small business, activities in this area mainly consist in moving older workers to other positions. Among the larger companies there are such which in the
course of age-management strategies prepare and implement special programs, usually based
on mentoring.
