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 ...
1. The Facts of Workforce Ageing The age at which people choose to retire has increased over the last decade. This will increase further with the Federal Government’s announcement in the 2009/10 budget to increase the pension age to 67 years from 2023. Life-expectancy has increased and people will live and work for longer. In contrast, the lower rates of fertility indicate the number of younger workers who enter the labour market will continue to fall. Figure 1 ii iii shows the trend of an increasing concentration of the 45 plus age group in the Australian work force. A corresponding stagnation in the under 25 category indicates that participation rates amongst mature age groups will become critical as labour supply declines. Unless mature age groups are encouraged to stay in the work force for longer there may be an insufficient labour supply to meet demand. Figure 1: Labour force growth, 1982–2012 1982-1992 1992-2002 2002-2012 15% Source: Australian Bureau Statistics, Labour Force Australia, 2002, 1999 Under 45 45 and over 32% 28% 68% 72% 85% Implications of an ageing workforce The Western Australian Government submission to the Productivity Commission Study, Economic Implications of an Ageing Australia (2004) iv , projected: • the Western Australian population over the age of 65 would grow from 11.9% in 2009 to 20.6% in 2045 • a shortfall in the public sector workforce between 4% and 23% by 2022 • that health and education are the public sector industries most likely to be affected by an ageing population • competition for skilled staff between agencies, and with the private sector will intensify • future shortages in other States for particular skills could result in a significant skill drain from Western Australia 4 A Guide to Managing an Ageing Workforce www.publicsector.wa.gov.au
• economic activity in Western Australia would slow over the next four decades due to a decline in labour force growth brought on by lower population growth and a continued fall in labour force participation Age profile of the Western Australian Government The Western Australian Government is the state’s largest employer and has an older age profile than that of the Western Australian and Australian workforces. Figure 2 shows: • almost 50% of WA public sector employees are aged 45 years and above • there is under representation in age groups below 35 years and above 55 years Figure 2 Age profile of Western Australian public sector employees compared to the age profile of the Western Australian and Australian workforces v . Source: Workforce Profile 2008 The Retirement Intentions Survey 2006 vi conducted by the Department of the Premier and Cabinet reviewed the retirement intentions of over 18,000 public sector employees aged 45 and above. The survey found: • 64% of respondents intended to retire by 2016 • nearly three quarters of these have 15 years or more experience in the public sector While significant economic factors since 2006, including the Global Financial Crisis may have some influence, the potential for mass retirements, knowledge loss, skills shortages and tight labour markets remain significant issues. It therefore makes sense to recruit from the widest available talent, develop employees of all ages, and encourage mature workers to stay with the organisation. In the medium to longer term the undersupply of skills and labour experienced in Western Australia over the last few years is predicted to intensify as the ‘baby boom’ generation reaches retirement age vii . www.publicsector.wa.gov.au A Guide to Managing an Ageing Workforce 5
- Page 1 and 2: Government of Western Australia Pub
- Page 3: Foreword The ability of the public
- 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 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
• economic activity in Western Australia would slow over the next four decades due <strong>to</strong> a decline in labour<br />
force growth brought on by lower population growth <strong>an</strong>d a continued fall in labour force participation<br />
Age profile of the Western Australi<strong>an</strong> Government<br />
The Western Australi<strong>an</strong> Government is the state’s largest employer <strong>an</strong>d has <strong>an</strong> older age profile th<strong>an</strong> that of<br />
the Western Australi<strong>an</strong> <strong>an</strong>d Australi<strong>an</strong> workforces.<br />
Figure 2 shows:<br />
• almost 50% of WA public sec<strong>to</strong>r employees are aged 45 years <strong>an</strong>d above<br />
• there is under representation in age groups below 35 years <strong>an</strong>d above 55 years<br />
Figure 2 Age profile of Western Australi<strong>an</strong><br />
public sec<strong>to</strong>r employees compared <strong>to</strong> the<br />
age profile of the Western Australi<strong>an</strong> <strong>an</strong>d<br />
Australi<strong>an</strong> workforces v .<br />
Source: <strong>Workforce</strong> Profile 2008<br />
The Retirement Intentions Survey 2006 vi conducted by the Department of the Premier <strong>an</strong>d Cabinet reviewed<br />
the retirement intentions of over 18,000 public sec<strong>to</strong>r employees aged 45 <strong>an</strong>d above. The survey found:<br />
• 64% of respondents intended <strong>to</strong> retire by 2016<br />
• nearly three quarters of these have 15 years or more experience in the public sec<strong>to</strong>r<br />
While signific<strong>an</strong>t economic fac<strong>to</strong>rs since 2006, including the Global Fin<strong>an</strong>cial Crisis may have some influence,<br />
the potential for mass retirements, knowledge loss, skills shortages <strong>an</strong>d tight labour markets remain signific<strong>an</strong>t<br />
issues. It therefore makes sense <strong>to</strong> recruit from the widest available talent, develop employees of all ages,<br />
<strong>an</strong>d encourage mature workers <strong>to</strong> stay with the org<strong>an</strong>isation.<br />
In the medium <strong>to</strong> longer term the<br />
undersupply of skills <strong>an</strong>d labour<br />
experienced in Western Australia<br />
over the last few years is predicted<br />
<strong>to</strong> intensify as the ‘baby boom’<br />
generation reaches retirement age vii .<br />
www.publicsec<strong>to</strong>r.wa.gov.au A <strong>Guide</strong> <strong>to</strong> <strong>M<strong>an</strong>aging</strong> <strong>an</strong> <strong>Ageing</strong> <strong>Workforce</strong> 5
Change language