Towards A Longer Working Life - Ageing and The Quality of Work Life

Towards a longer
working life ageing and

the quality of work life
Prof. Juhani Ilmarinen, Finnish Institute of
Occupational Health, Helsinki, Finland
Silver Economy Conference 2006, Kerkrade, the
Netherlands, 28-30.11.2006
Milano 1. ICOH / Prof. Juhani Ilmarinen, Finnish Institute of Occupational Health/ MJ / 8.8.2014 2
Ageing and work: milestones of the
Finnish experiences
1981 -1997 Longitudinal studies on ageing
workers by FIOH
1990 -1996 FinnAge - Respect for the Ageing
programme by FIOH
1996 Cabinet Committee: Ageing people at
work
1998-2002 Finnish National Programme on Ageing
Workers
2003 - New National Programmes of different
ministries
2005 - Pension reform
2006 - Life Course and Work by FIOH
Towards a longer work life
Ageing and work life quality
in the European union
Juhani Ilmarinen
June 2006
EUR 15
0
5
10
15
20
25
30
35
40
1985 1995 2005 2015 2025
%
15-24
50-64
15-24 and 50-64% of the 15-64 year age group in the European Union

Share of different age groups in 1985,1995, 2005, 2015, 2025
Source: Eurostat, New Cronos 1998 (CD-ROM)
Finnish Concepts and Solutions
to Extend the Working Life
Age Management
Employability
Work Ability
Promotion of Work Ability
Age Management Coaching
PROBLEMS / POSSIBILITIES MEANS / SOLUTIONS RESULTS / AIMS
- functional capacity
- health
- competence
- work motivation
- work ability
- work exhaustion
- unemployment
INDIVIDUAL
- productivity
- competitiveness
- sickness absence
- tolerance for change
- work organization
- work environment
- recruitment
- attitudes toward
work and retirement
- age- discrimination
- early retirement
- work disability costs
- retirement costs
- health care costs
- dependency ratios
ENTERPRISE
SOCIETY
- promotion of physical,
mental and social resources
- improving health
- developing competence
- coping with changes
- participating
- individual solutions
- co-operation between
age groups
- age- ergonomics
- work-rest schedules
- flexible working times
- part-time work
- tailored competence -training
- age-management
- changing attitudes
- preventing age-discrimination
- improving age-concious
work policy
- changing age-concious
exit policy
- better functional
capacities
- better health
- better competence
- better work ability
- less exhaustion
- lower unemployment risk
- better quality of life

- better total productivity
- better competitiveness
- less sick leaves
- better management
- competent manpower
- better image
- lower work disability costs
- less age-discrimination
- later retirement
- lower unemployment costs
- lower health care costs
- better national economy
- higher wellfare
- age management
- age-management
LEVELS OF AGE MANAGEMENT
EMPLOYABILITY EMPLOYABILITY
WORK ABILITY
- Human Resources
- Work Conditions
POLICIES
- Employment Policy
- Education Policy
- Exit Policy
- Social protection
EMPLOYABILITY
SOCIAL AND HEALTH SERVICES
INSTITUTIONS
EMPLOYMENT
EMPLOYMENT
HUMAN WELL-BEING HUMAN WELL-BEING
ECONOMIC WELL-BEING ECONOMIC WELL-BEING
Work Ability
Work Ability
Values
Attitudes Motivation
Competence
Knowledge Skills
Health
Functional Capacities
Work
Family
Society
Relatives,
friends
Environment
Content and Demands
Community and Organisation
Management and Leadership
Work ability index (WAI)
5
10
15
20
25
30
35
40
45
50
15 25 35 45 55 65
SMEs 1998, N=729
49
43
36
27
7
excellent
good
moderate
poor
Age, yrs
WAI Class
WAI
PROMOTION
OF
WORK ABILITY
45+
Health promotion (OHS)
Healthy lifestyles
Physical exercise
Ergonomic and
safe work places
Decrease of
physical work load
Work-rest schedules
Psychosocial work
environment
Flexible working
time schedules
Age management
Updating skills and knowledge
New technology, computer skills
New work ability demands
GOOD WORK ABILITY AND HEALTH
PROFESSIONAL PROFESSIONAL COMPETENCE
GOOD PRODUCTIVITY
AND QUALITY OF WORK
GOOD QUALITY OF LIFE
AND WELL-BEING
GOOD RETIREMENT ABILITY,
MEANINGFUL, SUCCESSFUL,
AND PRODUCTIVE
'' THIRD AGE ''
AGE MANAGEMENT AGE MANAGEMENT
Consideration of age-related factors affecting both
white and blue collar employees in the daily management,
design, and organization of individual work tasks, as
well as the work environment, so that everybody,
regardless of age, feels empowered in reaching both
personal and corporate goals.
Definition
Was sollten Managers und Vorgesetzte
bers Alter(n) wissen?
1. Gegenwrtige und zuknftige Altersstruktur im Betrieb
2. Beschftigungsgrad und Abhngigkeitsrate
3. Konzept der Arbeitsfhigkeit
4. Arbeitsfhigkeit und Wirtschaft
5. Altern und Produktivitt
6. Altern und Gesundheit
7. Altern und Wachstum der geistigen Fhigkeiten
8. Altern und Leistungsfhigkeit
9. Altern und Lernen
10.Altern und Autonomie am Arbeitsplatz
11.Prvention von Altersdiskriminierung

There has been arranged age leadership training for management (interview of management)
11
19
15
29
20
33
0
20
40
1998 2001
%
Private sector Municipal sector Governmental sector
MWA Barometer 2001 / FIOH
Employment rates of 55-64-years
population in selected countries
Country 2003(%) Diff.(%) Change(%)

Finland 49.6 0.4 13.4

Netherlands 44.8 5.2 10.9

EU15 41.7 8.3 5.1

EU25 40.2 9.8 4.4
Employment rates for persons 55-64, and
older in %
Country Women Men 60-64 65+

Finland 53 53 34 6

Netherlands 35 57 25 10

EU25 34 52 27 8

Need of reforms for a longer work life
Attitudes towards ageing must be changed
(an attitudinal reform)
The awareness level of managers and supervisors in
age-related issues needs to be improved
(management reform)
Better age and life course-adjusted, flexible working
life is needed (work life reform)
Health care services should meet the increasing
needs of older workers (reform of health services)
Improvement of horizontal and vertical co-operation
between key actors are needed (co-operation
reform )

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