A Guide to Managing an Ageing Workforce - Public Sector ...
A Guide to Managing an Ageing Workforce - Public Sector ... A Guide to Managing an Ageing Workforce - Public Sector ...
3.1 Attract an Age-diverse Workforce Mature-aged people often have less success in obtaining work than their younger counterparts xii . This reflects the negative stereotypes that employers still hold of mature employees in the work place. It also highlights an untapped segment of the workforce. The increased number of mature-age employees is consistent with the age profile of the WA community. An organisation with demographics aligned to the community is more likely to empathise and understand their needs. It also demonstrates to potential new recruits that the organisation is age friendly. Recruitment strategies for an age-inclusive workforce Initiatives Collect labour market information Promote the workplace Review recruitment practices and documents Action/opportunity The demographics of the labour market should be researched and understood to ensure an informed and realistic approach to recruitment. Useful sources are the Australian Bureau of Statistics, Public Sector Commission and the Department of Commerce. Employment incentives for mature employees such as flexible work practices, learning and development opportunities, and health and well being programs should be adopted and promoted. Ensure recruitment practices and documents do not directly or indirectly exclude people. Review JDFs and advertisements to ensure language and imagery are age neutral. This will broaden the candidate range. Phrases such as “People of all ages are encouraged to apply” should be used and any restrictive language removed. 10 A Guide to Managing an Ageing Workforce www.publicsector.wa.gov.au
Initiatives Increase diversity of candidates Explain the recruitment process Ensure a merit based recruitment process Map competencies or skills required for roles Educate all stakeholders Action/opportunity To target an age diverse labour market, advertise in different places such as community newspapers, noticeboards or radio stations. Create awareness of the opportunities that exist for mature employees. Ensure the assessment process is fully explained so mature employees who may not be familiar with these processes know what to expect. For more information visit Rethinking Recruitment. Recruitment processes should be based on a proper assessment of merit and equity. To ensure a diverse range of views, different age groups should be represented on selection panels. Mature employees may not possess formal qualifications for roles but may have relevant experience. To include mature employees map competencies and skills from both formal education and work experience to the role requirements. For more information see the Guidelines for the WA public sector Capability Profile The HR team, managers, members of assessment panels and external recruitment partners should be aware of workforce demographics and should be fully supportive of an age inclusive workforce. Alternative workforce Consider an informal ‘alumni’ system or register of casual employees, where former employees are asked back on a part time or contract basis to assist the agency. All employment contracts must be consistent with the public sector standards which apply to recruitment, selection and appointment and any relevant approved procedures. www.publicsector.wa.gov.au A Guide to Managing an Ageing Workforce 11
- Page 1 and 2: Government of Western Australia Pub
- Page 3 and 4: Foreword The ability of the public
- Page 5 and 6: • economic activity in Western Au
- Page 7 and 8: 2. Meeting the Challenge The challe
- Page 9: The agencies existing communication
- Page 13 and 14: Initiatives Encourage employee feed
- Page 15 and 16: National Awards The Public Service
- Page 17 and 18: Initiatives Develop innovative appr
- Page 19 and 20: These options can be used as part o
- Page 21 and 22: 3.6 Health and Wellbeing Health and
- Page 23 and 24: 4. Plan and Implement the Strategy
- Page 25 and 26: 5. Monitor and evaluate Any new ini
- Page 27 and 28: Appendix B - Agency Age-diverse Ass
- Page 29 and 30: Use surveys to assess employee perc
- Page 31 and 32: 9. How is the health and wellbeing
- Page 33 and 34: Appendix C - Sample Reward and Reco
- Page 35 and 36: Appendix D - Project Plan Template
- Page 37 and 38: 9. Project responsibilities Role Pr
- Page 39 and 40: Appendix F - Better Practice Exampl
- Page 41 and 42: Case study: Public Sector Commissio
- Page 43 and 44: Case Study: Westpac Recruitment Pil
- Page 45 and 46: Case Study: Dorset County Council -
- Page 47 and 48: www.publicsector.wa.gov.au A Guide
3.1 Attract <strong>an</strong> Age-diverse <strong>Workforce</strong><br />
Mature-aged people often have less success in obtaining work th<strong>an</strong> their younger counterparts xii . This reflects<br />
the negative stereotypes that employers still hold of mature employees in the work place. It also highlights <strong>an</strong><br />
untapped segment of the workforce.<br />
The increased number of mature-age employees is consistent with the age profile of the WA community. An<br />
org<strong>an</strong>isation with demographics aligned <strong>to</strong> the community is more likely <strong>to</strong> empathise <strong>an</strong>d underst<strong>an</strong>d their<br />
needs. It also demonstrates <strong>to</strong> potential new recruits that the org<strong>an</strong>isation is age friendly.<br />
Recruitment strategies for <strong>an</strong> age-inclusive workforce<br />
Initiatives<br />
Collect labour market information<br />
Promote the workplace<br />
Review recruitment practices <strong>an</strong>d<br />
documents<br />
Action/opportunity<br />
The demographics of the labour market should be researched<br />
<strong>an</strong>d unders<strong>to</strong>od <strong>to</strong> ensure <strong>an</strong> informed <strong>an</strong>d realistic approach<br />
<strong>to</strong> recruitment. Useful sources are the Australi<strong>an</strong> Bureau of<br />
Statistics, <strong>Public</strong> Sec<strong>to</strong>r Commission <strong>an</strong>d the Department of<br />
Commerce.<br />
Employment incentives for mature employees such as flexible<br />
work practices, learning <strong>an</strong>d development opportunities, <strong>an</strong>d<br />
health <strong>an</strong>d well being programs should be adopted <strong>an</strong>d promoted.<br />
Ensure recruitment practices <strong>an</strong>d documents do not directly or<br />
indirectly exclude people. Review JDFs <strong>an</strong>d advertisements <strong>to</strong><br />
ensure l<strong>an</strong>guage <strong>an</strong>d imagery are age neutral. This will broaden<br />
the c<strong>an</strong>didate r<strong>an</strong>ge. Phrases such as “People of all ages<br />
are encouraged <strong>to</strong> apply” should be used <strong>an</strong>d <strong>an</strong>y restrictive<br />
l<strong>an</strong>guage removed.<br />
10<br />
A <strong>Guide</strong> <strong>to</strong> <strong>M<strong>an</strong>aging</strong> <strong>an</strong> <strong>Ageing</strong> <strong>Workforce</strong><br />
www.publicsec<strong>to</strong>r.wa.gov.au
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