Rethinking Careers: How to deal with longer working lives in HR processes
Lifelong Employability Assessment (LEA) Tool Results
An Enterprise 2020 initiative
part of the European Business Campaign on Skills for Jobs
1www.csreurope.orgConnect Share Innovate
The need to rethink careers
Asssessing companies readiness for Lifelong Employability Management
Individual asessments in confidential setting:
Individual interviews with HR Managers
Assessment of 4 HR processes, 21 criteria
Adapted feedback review
Tailored analysis and benchmark:
How effective are your Human Resources processes in dealing with longer working lives?
Where do you have gaps? How can you upgrage?
How do you perform against peers and best in class?
Ideal framework for lifelong employabilityHR Process Ideal situation
1. Strategic workforce planning
• Workforce planning is part of a company’s HR strategy• Workforce is assessed on a yearly basis, with a medium to long-term
projection.• Special attention to older employees to anticipate altnerative solutions
interally (aquisition of new skills, functional mobility) or externally (outplacement, entrepreneurship).
2. Knowledge and career management
• 360° dilaogue with line manager• Tailored approach to training (life-long + age-adapted learning) for sound
knowledge and skills development per life-stage• Salary based on performance more than solely seniority• Career development schemes based on life-stages
3. Workplace adaptation • Cover all dimensions of ergonomics: physical, cognitive, organisational, environmental.
• Adapting the workplace + working conditions to constraints of age
4. Mobility & Flexibility • Flexible functional mobility, incl. via secondments• Promote volunteering and entrepreneurship• Supporting measures towards « exiting »
Targets of EU2020 Strategy
• CSR Europe develops Products & Services (P&S)with experts, companies and NPO network
• Implement P&S in dozen companies Improve company’s performance
• Peer learning, benchmark, sharing best practices.
Phase 1: Development Phase 2: Magnification
41 NPOs implement P&S in their corporate members
NPO NETWORK
COALIT-IONS
OUT-REACH
EU POLICY
Magnifier 1 Magnifier 3 Magnifier 4 Magnifier 5
Best Practice, lessons learned, success factors into Impact MAP, creating Learning NetworkCommunicat. Strategy
Strategic Coalitions with expert stakeholders
Measured impact used in policy strategy to improve EU Policy Frameworks. Corporate members join CSRe in policy actions.
64 Corporate members catalyze change through their -affiliates-sector association-suppliers
COR-PORATE
Magnifier 2
Magnifing impact: 5 key levers
Companies are not half way through lifelong career management
CSR Europe’s Lifelong Employability Assessment (LEA) shows a 46% readyness of assessed companies to lifelong employability
Main weaknesses identifiedKnowledge & Career Management•Skills/competency transfer and development•Mid-career plans•Career development schemes•Training•Salary compenstaiton•Internal mobility
Mobility/Flexibility•Volunteering during employment•Network for employees•Functional mobility•Volunteering after employment•Entrepreneurship
Key strenghts identified
Workforce Planning Processes•Pre-recruitment•Workforce composition•Recruitment diversification
Workplace adaptation•Health & Wellbeing•Benefits•Age-oriented work-life balance•Stress & Mental health•Workplace adaptation
Thank you for your attention!
9
Sarah DekkicheOperations Manager, CSR EuropeEmail: [email protected].: +32 (0)2 541 16 20
Thank you for your attention!
9
Sarah DekkicheOperations Manager, CSR EuropeEmail: [email protected].: +32 (0)2 541 16 20
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