European Business Campaign on Skills for Jobs
Rethinking Careers: How to deal with longer working lives in HR processes
Lifelong Employability Assessment (LEA) results
Agenda
1. Introduction and context setting
2. The LEA tool: framework
3. Key outcomes from LEA assessments
4. Some examples
Agenda
1. Introduction and context setting
2. The LEA tool: framework
3. Key outcomes from LEA assessments
4. Some examples
A network of 60+ Multinationals
across industry sectors
Involving 40 National Partner Organisations
6
EU’s Response:
EU 2020 Strategy
CSR Europe’s Response:
Entreprise 2020
Fostering Innovation and Employment for
shared value creation through Enterprise 2020
An
enterprise
in
2020
will
effectively
combine
good
governance and accountability
together with
social Innovation
in
all aspects of its operation.
The first pillar is an opportunity to
improve economic, social, and
environmental performance. The
second
strives
to
deliver
innovative products and services
to
customers
and
workplace
innovation
to
employees
and
workforce in general.
Vision & Mission
Vision
A European economy in which companies can flourish and
thrive in an environment in which
skills and talents are
used to their full potential on a life-long basis
.
Mission
Through Skills for Jobs, CSR Europe will mobilise its
network of companies and National Partner Organisations
to
shape and scale-up business approaches
towards
increased
job
opportunities
and
enhanced
lifelong
employability.
CSR Europe’s Campaign is part of its
Enterprise 2020
flagship initiative
, shaping the business contribution to
the European Union’s
Europe 2020 strategy for smart,
sustainable and inclusive growth
.
5.000.000
Deploy Your
Talents
STEM
3.75million
through 20.000 business-teacher alliancesEntrepreneur-ship and Job
Creation
1 million
Quality
Internships &
Apprentice.
50.000
Rethinking
Careers
200.000
GOAL
By 2016
5 million - especially young – people
are better skilled through business engagement
Goal and KPIs
QIA
Asses. Tool
STEM- π
Asses. Tool
Entrp. Skills
Pass
LEA
Asses. Tool
Make the impact visible!
The map showcases member best practices throughout
Europe for the business campaigns
0
5.000
10.000
20.000
15.000
KPI: 20.000 teachers
Agenda
1. Introduction and context setting
2. The LEA tool: framework
3. Key outcomes from LEA assessments
4. Some examples
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 employability
HR 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
Agenda
1. Introduction and context setting
2. The LEA tool: framework
3. Key outcomes from LEA assessments
4. Some examples
5. What’s next?
Companies are not even half way
through it
CSR Europe’s Lifelong Employability Assessment (LEA) shows a 46%
readyness of assessed companies to lifelong employability
Weaknesses
88 100 91 100 57 100 100 67 55 26 57 31 10 23 51 31 0 10 20 30 40 50 60 70 80 90 100 % o f p o in ts r e a ch e d ( in e a ch q u e st io n ) Best in Class Average 50 60 100 40 40 10 31 34 12 3 0 10 20 30 40 50 60 70 80 90 100 % o f p o in ts r e a ch e d ( in e a ch q u e st io n ) Best in Class AverageKnowledge & 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
Strenghts
92 100 100 51 66 38 0 10 20 30 40 50 60 70 80 90 100 1. Workforce composition 2. Pre-recruitment 3. Recruitment diversification % o f p o in ts r e a ch e d ( in e a ch q u e st io n ) Best in Class Average 100 100 60 90 100 71 49 40 62 59 0 10 20 30 40 50 60 70 80 90 100 % o f p o in ts r e a ch e d ( in e a ch q u e st io n ) Best in Class AverageWorkforce Planning Processes
•
Pre-recruitment
•
Workforce composition
•
Recruitment diversification
Workplace adaptation
•
Health & Wellbeing
•
Benefits
•
Age-oriented work-life balance
•
Stress & Mental health
Agenda
1. Introduction and context setting
2. The LEA tool: framework
3. Key outcomes from LEA assessments
4. Some examples
On workforce planning
Articulates the analysis of its workforce on a yearly basis with the
purpose, among others, to
anticipate workforce changes
and
skills gaps per age group
.
In order to prepare the workforce of tomorrow on a life course,
GDF SUEZ engages in
partnerships with schools and universities
,
while also providing several internship and apprenticeship
opportunities to young people.
On knowledge and career mtg
The
Danone
Way
forsees
360°
evaluations:
Collecting feedback on specific points from all those
working with the managers (incl. supervisors, peers
and employees). The findings are added to the
Personal Performance and Development Reviews
between each manager and his or her superior.
On working conditions
Electrabel provides full health insurance,
regular medical checks for all employees and
yearly cancer checks for 50+ males.
A fitness center is made available, the
workplace is checked on a yearly basis (e.g.
chairs and ergonomics).
On flexibility and mobility
•
Orange:
partners with
La Ruche
to
foster enterpreneurship by engaging
their employees on a skills based
mission.
•
GDF
SUEZ:
Enables
skills-based
volunteering opportunities towards
NGOs, shaping the right eco-system
in the countries in which it operates.
Agenda
1. Introduction and context setting
2. The LEA tool: framework
3. Key outcomes from LEA assessments
4. Some examples
Leveraging Lifelong Employability in
Europe
Project leaders & partners:
Phase I
[2012-2013]Company guidelines on optimized age management approaches.
Best practices. EU policy dialogue &
advocacyunder the European Year of Active Ageing and Solidarity between Generations
Phase II
[2013-2014]Lifelong Employability Assessment (LEA) tool: CSR Europe designs, tests and rolls-out an evaluation tool. Publicationon assessment
outcomes and company mechanisms for addressing lifelong employability.
Phase III
[2014-2015]European Roadshow on Rethinking careers to:
1. Upscalethe outreach and impact of LEA
2. Analyse national particularities to lifelong employability 3. Peer learningon successful management processes and initiatives
