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 ...
Link performance Consider expanding the performance management system to link individual goals and performance with the agency at the local, corporate and public sector level. Individuals can then see how their performance impacts on the overall performance of the agency and increases responsibility and motivation. 3.4 Learning and Development for all Employees Continuous learning and development is vital to meet the career aspirations of employees and to meet the changing needs of the agency. Greater access to learning and development opportunities may increase job satisfaction and support retention. Mature employees welcome the opportunity for learning and development xviii and research has shown that they are as capable as younger employees at learning new skills. As mature employees have been shown to stay with an employer for longer, it is wise to train and develop them xix . Strategies for Learning and Development across age groups Initiatives Ensure equal access Action/opportunity All employees should have equal access to learning and development opportunities. This demonstrates a commitment to merit and equity, rather than age-based assumptions. Develop a policy Link learning and development to career intentions Promote learning and development opportunities The learning and development process should be fair and commit to increase the capability of all employees. Career intentions should be discussed with employees as many people establish new career directions throughout the course of their working life. Career intentions can be lateral or vertical. To encourage ownership and increase motivation, get employee input on the learning and development that will assist them in their work. Training plans should be developed and actioned as part of an employee performance development review Communicate the learning and development opportunities available to employees. These opportunities should also be promoted in the recruitment process to support attraction strategies. 16 A Guide to Managing an Ageing Workforce www.publicsector.wa.gov.au
Initiatives Develop innovative approaches Action/opportunity Different generations have different learning styles. Mature employees returning to the workforce may lack confidence and find training daunting. Discuss with employees the learning style that suits them best. For example a buddy system could be used to help staff train on the job. Knowledge Management Knowledge Management improves the productivity and capability of an organisation. www.publicsector.wa.gov.au A Guide to Managing an Ageing Workforce 17
- 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 and 10: The agencies existing communication
- Page 11 and 12: Initiatives Increase diversity of c
- Page 13 and 14: Initiatives Encourage employee feed
- Page 15: National Awards The Public Service
- 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
Link perform<strong>an</strong>ce<br />
Consider exp<strong>an</strong>ding the<br />
perform<strong>an</strong>ce m<strong>an</strong>agement<br />
system <strong>to</strong> link individual goals<br />
<strong>an</strong>d perform<strong>an</strong>ce with the agency<br />
at the local, corporate <strong>an</strong>d public<br />
sec<strong>to</strong>r level.<br />
Individuals c<strong>an</strong> then see how<br />
their perform<strong>an</strong>ce impacts on the<br />
overall perform<strong>an</strong>ce of the agency<br />
<strong>an</strong>d increases responsibility <strong>an</strong>d<br />
motivation.<br />
3.4 Learning <strong>an</strong>d Development for all Employees<br />
Continuous learning <strong>an</strong>d development is vital <strong>to</strong> meet the career aspirations of employees <strong>an</strong>d <strong>to</strong> meet the<br />
ch<strong>an</strong>ging needs of the agency. Greater access <strong>to</strong> learning <strong>an</strong>d development opportunities may increase job<br />
satisfaction <strong>an</strong>d support retention.<br />
Mature employees welcome the opportunity for learning <strong>an</strong>d development xviii <strong>an</strong>d research has shown that<br />
they are as capable as younger employees at learning new skills. As mature employees have been shown <strong>to</strong><br />
stay with <strong>an</strong> employer for longer, it is wise <strong>to</strong> train <strong>an</strong>d develop them xix .<br />
Strategies for Learning <strong>an</strong>d Development across age groups<br />
Initiatives<br />
Ensure equal access<br />
Action/opportunity<br />
All employees should have equal access <strong>to</strong> learning <strong>an</strong>d development<br />
opportunities. This demonstrates a commitment <strong>to</strong> merit <strong>an</strong>d equity,<br />
rather th<strong>an</strong> age-based assumptions.<br />
Develop a policy<br />
Link learning <strong>an</strong>d development <strong>to</strong><br />
career intentions<br />
Promote learning <strong>an</strong>d<br />
development opportunities<br />
The learning <strong>an</strong>d development process should be fair <strong>an</strong>d commit <strong>to</strong><br />
increase the capability of all employees.<br />
Career intentions should be discussed with employees as m<strong>an</strong>y<br />
people establish new career directions throughout the course of their<br />
working life. Career intentions c<strong>an</strong> be lateral or vertical. To encourage<br />
ownership <strong>an</strong>d increase motivation, get employee input on the<br />
learning <strong>an</strong>d development that will assist them in their work. Training<br />
pl<strong>an</strong>s should be developed <strong>an</strong>d actioned as part of <strong>an</strong> employee<br />
perform<strong>an</strong>ce development review<br />
Communicate the learning <strong>an</strong>d development opportunities available<br />
<strong>to</strong> employees. These opportunities should also be promoted in the<br />
recruitment process <strong>to</strong> support attraction strategies.<br />
16<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
Change language