- Toutes les générations en entreprise

PRÉFET
DE LA RÉGION
D’ÎLE-DE-FRANCE
ACTIVE AGEING AT THE WORKPLACE
AND MANAGERIAL PRACTICES
NATIONAL
AND TRANSNATIONAL EXPERTISE
VALIDATION
Union européenne
National and
Transnational Expertise
This booklet presents the approach of a benchmarking
tool to understand its own managerial practices and the
Explanatory documents for adopting an active ageing
culture in the workplace : framework, associated partners
and methodology.
2
This booklet is a part of a whole set
that includes
1
Benchmarking behaviour
This diagnostic allows a manager
-woman or man- to benchmark his or
her own behaviour with regard to active
ageing issues and is composed of 17
managerial situations covering several
areas of human resource management.
The diagnostic process, easy and
user-friendly, is informative and does
not focus on evaluation. It lasts about
twenty minutes.
A benchmarking
tool to understand
an
one’s own managerial practices
Identifying benefits and risks for sustainable performance
A personalised feedback document allows the manager, woman or
man, to benchmark own managerial practices and compare them
with other contributions.
The manager can then guide her or his action by taking into
account the risks and benefits that their own managerial
practices bring to the worker’s individual performance, the team’s
performance and the company’s performance.
The diagnostic and accompanying feedback
document are available online in French
and English
www.toutes-les-generations-en-entreprise.com/benchmarking-tool.php
European context and situations of
partners countries - Understanding
The workplace active ageing culture is part of the
European strategy 2020 framework for increasing
the employment rate, especially for older workers.
Nevertheless, it must take in account the demographic,
economic and social realities that may differ from one
state to another. The project partners are facilitators
in the implementation of public policies. They adjust
them to companies ‘needs and they accompany the
implementation of suitable managerial practices. In
doing this the partners rely on the work expertise of
companies in the area of health and security, skills
development, valorisation of experience, promotion of
diversity and gender professional equality.
2
Explanatory documents for
adopting an active ageing
culture in the workplace
www.toutes-les-generations-en-entreprise.com/explanatory-documents.php
Information resources
Facilitation
The project partners have selected a cluster of websites in their own language at European level and
in each of the 5 members States. These websites offer downloadable best practice tools and guides for
consultation by employers and managers.
Testimonials that may help
your thought process
3
A synthesis of diagnosis answers and your contributions to
the blog will be presented to the final conference that will
take place at the Ministry of Labour, Vocational training and
Social affairs in December 2012 with the participation of
many French and European social and economic stakeholders
working for active ageing and solidarity between generations.
Join us, send your testimonials !
http://blog.toutes-les-generations-en-entreprise.com/
3
Framework
In 2011, the “DIRECCTE” Territorial Val d’Oise
Unit* strengthened the European scope of “All
Generations in companies, the stakeholders
in Val d’Oise and their joint commitment with
Europe”, its County Action Plan initiated in 2007
for maintaining older workers’ in employment
and helping them return to employment.
The “European year for active ageing and
solidarity between generations 2012” forms the
framework for this transnational partnership
The “DIRECCTE” Territorial Val d’Oise Unit
supports its transnational partnerships
by sharing the results of its work with
organisations in four Member States already
committed to this matter and whose expertise
is complementary:
HEC-Management
Liege, Belgium,
School-University
of
FIOH, the Finnish Institute for Health in
the Workplace, Helsinki, Finland,
The
Institute of Labour and Social Affairs,
Warsaw, Poland,
Gender Studies o.p.s., a non-governmental
organization specialized in equality at work,
Prague, Czech Republic.
Since 2007, following on from the coordinated
“Action Plan for the employment of Seniors”,
the “DIRECCTE - UT 95” initiative has operated
within the framework of a 2007-2013 multiyear plan with the support and expertise of
many social and economic stakeholders:
ACMS, Adecco Parcours & Emploi, AFMD,
Age-Plateforme, AMETIF, CNAV, Maison de
l’emploi, MDE Argenteuil-Bezons, MEVO,
MIFE 95, OPCALIA-IDF, OPH-VOH, PLIE
Cergy-Pontoise, Quintecia, SISTVO and the
University of Cergy-Pontoise…
* Ministry of Labour, Employment, Vocational training and
Social dialogue
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This strategy, driven and funded by the State
and the ESF has several objectives :
Implementing European
territorial policies;
and
French
etting up a network of stakeholders and
S
public or private competencies;
Informing and increasing the awareness
of Companies, stakeholders and people in
employment;
Designing a shared and operational action
plan that meets territorial needs.
The 2009 and 2010 actions were concentrated
around two major programmes:
“Trophies Trajectories” [Career plan trophies]
and “Outils-Ages RH” [HR Ageing tool].
Trophies Trajectories” rewards the best
“
company initiatives for intergenerational HR
with special attention on actions facilitating
older workers’ return to employment or
staying in employment.
“Outil-Ages RH” : within the framework of
this system, the partners share their expertise
and design aids for companies. Workshops
have been organized and have meant that
more than two hundred companies have
been able, under legal provisions, to set up
and implement agreements or action plans
in favour of older workers and thus invest in
keeping all generations at work.
“Outil-Ages RH” was selected as among the
best projects for age management in the
European Union by the European network
“AgeESF” and has contributed to this network
programme. ESF is a European network of
public authorities supporting and sharing age
management projects among the 16 Member
States.
The French and transnational partners have
now set themselves the objective, within the
framework of the “Outils-Age” system with
the support of the agency “MCC Mobilités”, to
develop a benchmarking tool to understand
one’s own managerial practices and to design
explanatory documents for line managers,
whatever gender, so as to increase their
awareness of the active ageing issue.
Partners
PILOTING AND FUNDING
Ministry of Labour,
Employment, Vocational
training and Social dialogue
DIRECCTE UT95
www.toutes-les-generationsen-entreprise.com/
KAMOUCHE Hakim
European Social Fund
Manager for the Val d’Oise
department of the ESF
Action plan “ All Generations
in the workplace “
Head of the FSE department
www.europeidf.fr
NOUAILLE DEGORCE Céline
Project Manager
COORDINATION AND DOCUMENT WRITING
MCC Mobilités Consultants
www.mcc-mobilites.com/
index_fr.php
CHBANI Mounia
Manager
CORNET Gérard
Transnational coordinator
BAUDE Alexandra
Consultant
DESHAYES Catherine
Consultant
TRANSNATIONAL PARTNERS
ESF Age Network
www.esfage.eu
Gender Studies, o.p.s.
www.en.genderstudies.cz/
HEC-Management
school-University of Liege
www.hec.ulg.ac.be/
Finnish Institute of
Occupational Health (FIOH)
www.ttl.fi/en/Pages/default.aspx
Institute of Labour and Social
Studies (ILSS)
www.ipiss.com.pl/english.html
KONING Marijke
Policy advisor, Ministry
of Social Affairs and
Employment, Netherlands
Member of the European
network ESF AGE,
Netherlands
BOSNICOVA Nina
Project manager
CORNET Annie
RANDAXHE David
WALLIN Marjo
BLEDOWSKI Piotr
Full Professor HRM and
Organisational Theories
Researcher
Specialised researcher
Secretary of the European
Year 2012
Head of the Unit Social
Gerontology
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FRENCH PARTNERS
COMPANIES AND SOCIAL PARTNERS
HAMONIC Marie-Claire
MEVO
www.lemouvement.fr/
OPH VOH
www.valdoisehabitat.fr/
Employment and mobility
office manager
MAISON Guillaume
Consultant
MARTINIE Catherine
HR Manager
CONSULTANCY AND TRAINING
MAZEA Rose
Manager for Mife 95
SEBBAR Najia
HR project manager
NGUYEN Thao
Manager in charge of
relations with companies on
diversity issues
PONS Héloïse
Manager in charge of
relations with companies
MIFE 95 - AVEC
www.intermife.fr/
OPCALIA IDF
www.opcalia-idf.com/fr/
VINCENT Christelle
QUINTECIA
http://quintecia.fr/
DAGUES Christophe
Cergy-Pontoise University
www.u-cergy.fr/fr/index.html
Manager in charge of
relations with companies on
diversity issues
Partner-Manager
CARPENTIER Sandrine
Competencies assessment
centre Manager
MONTARGOT Nathalie
Training manager
THIBAULT Catherine
Department manager
GERMAND-HOUSSAIS Sandrine
Cergy Office manager
RE-EMPLOYMENT
ADECCO Parcours et Emploi
www.groupe-adecco-france.fr/
PLIE de Cergy-Pontoise
www.pliecergypontoise.fr/
MDE Argenteuil – Bezons
www.mde-ab.fr/jsp/site/
Portal.jsp
FERON Isabelle
Deputy manager
AYME Jean-Paul
Employment and training
project manager
MATIAS Christine
Deputy manager
MARGARIA Claire
Project manager
CORPORATE SOCIAL RESPONSIBILITY
AFMD
www.afmd.fr/
PERRIN JOLY Constance
Research manager
RIVAULT Marc
Project manager
BAHIRI Sonia
Ergonomist
OCCUPATIONAL HEALTH
ACMS
www.acms.asso.fr/
AMETIF
www.ametif.com/
SISTVO
www.sistvo.com/
BECRET Elisabeth
Occupational Health Physician
STARICO Martine
Administrative officer,
Welfare worker
LIBERT Bertrand
Adviser to the Chairman
KARRAY Saloua
Psychologist and Ergonomist
KELEK Ertan
Head of IRRP
EMPLOYMENT TO RETIREMENT TRANSITION
ASSURANCE RETRAITE /
CNAV STATE PENSION
AGENCY
www.lassuranceretraite.fr/
6
ROBINEAU Alix
Ile de France regional senior
Communication officer
POLITIS Cécile
Communication officer
Methodology
The shared goal of the partners is to design
an aid/tool for promoting active ageing in
companies.
We chose to focus on line managers, both men
and women. In fact today human resource
managers are more and more aware of the
active ageing issue and sometimes, in bigger
companies, they have set up a framework
for action with the workers’ representatives.
Nevertheless, the success of such action
depends on applying the right managerial
practices. However, as far as we know, there is
no tool designed for this target audience and
which is suitable for all companies whatever
their size.
FIRST STEP : DRAWING UP THE
SPECIFICATIONS WITH OUR TRANSNATIONAL
PARTNERS
We laid down that our work should :
Identify the main issues for line managers
-men and women- in their job with regards
to age management, well-being at work and
cooperation between generations in the
company ;
nable the line managers whatever gender,
E
to think over and challenge themselves with
regard to their own practices in comparison
to those already implemented in other
European countries ;
esign a functional and pragmatic guide,
D
adapted to companies of all sizes, expressed
in simple language and illustrated by reallife scenarios ;
Design a tool that would be adaptable to the
diversity of national contexts: culture, laws,
policies and Company situations depending
on the business sector.
of working conditions, prevention of arduous
working conditions, transfer of know-how
and transition between work and retirement
Constructed
17 workplace scenarios based
on these areas
I
ndexed
the
managerial
practices
implemented today in each scenario.
THIRD STEP: CONSTRUCTION OF
MANAGERIAL BEHAVIOURS BASED ON A
TYPOLOGY OF DEFINED MANAGEMENT
PRACTICES
This work relied on the typology developed by
our Finnish partner, the Institute of Occupational
Health (FIOH).
The FIOH has designed a digital tool of
international scope, the “Digital Age
management Scan for work organisations”, a
computer tool for assessing age management
in private sector, public and social economy
organisations. From the findings, a typology of
age management in European organisations
has been designed to answer development
needs of organisations.
The FIOH organisation has identified four
company practices in Europe with regard to
ageing and the management of older workers:
indifference,
necessity,
interest,
equity.
For each scenario, together with the French
partners, we described the managerial
behaviours illustrating these practices.
We then checked these scenarios and behaviours
in discussions with the transnational partners.
SECOND STEP: DESIGNING THE
MANAGEMENT SCENARIOS
The Transnational and French partners :
Identified two or three real-life situations
which managers of both gender are faced
with in the main business areas touching
on age management: recruitment, career
planning, skill development, improvement
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FOURTH STEP: PRESENTATION OF THE
BENEFITS AND RISKS FOR THE SUSTAINABLE
DEVELOPMENT OF COMPANIES
This work relied on research carried out by the
HEC-Management School-University of Liege,
the Belgian Partner.
The benefits and risks were identified in
collaboration with all the partners and with
particular attention to the three areas of a line
manager’s influence :
individual performance,
team work performance,
contribution to the company’s performance
For those areas we were then able to define
the three mains factors likely to be impacted
by these managerial practices :
for individual performance :
involvment,
employability,
working capacity ;
for team work performance :
coherence,
cooperation,
productive efficiency ;
for company performance :
economic profitability
quality of Human ressources management,
attractiveness.
FIFTH STEP: VALIDATION BY COMPANIES IN
VARIOUS BUSINESS SECTORS
Managers -whatever gender- and human
resources managers, have :
tested the tools ;
suggested improvements.
Les entreprises qui ont participé à cette
validation sont :
Kinnarps Polska, the Polish subsidiary of
an international company for furniture and
office accessories, whose head office is
located in Sweden.
CERBA Laboratory specialised in biology,
genetic and animal health.
PSA Peugeot Citroën Group, a motor-vehicle
manufacturer.
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LISI Aerospace, a group specialised
in manufacturing components for the
aeronautics industry.
Héloïse Group, service
Companies and Managers.
providers
for
Leroy Merlin, Do it Yourself (DIY) stores.
The process of validation was carried out
together with the following students from
Cergy-Pontoise University as part of their
masters degree course, “European studies and
international relationships (EERI)”: Kartazyna
Milek, Ladril Marylène, Ledoux Coralie, Traore
Adama and Wlucka Alison.
SIXTH STEP: DESIGN OF THE
EXPLANATORY DOCUMENTS
The French and transnational partners wished
to share the basic components of the European
active ageing context and the resultant specific
country situations so as to allow managers -men
or women- to better understand the necessity to
embrace an active ageing culture and to adjust
their management culture to the challenges
facing their country and their organisation.
They also compared the situation of older
workers’ with regard to the main action levers
such as life-long learning, health and wellbeing at work, the promotion of diversity and
combating discrimination, so as to increase
men and women managers’ awareness of these
actions.
Each transnational partner described its
contribution to the implementation of its own
country’s policy for the employment of older
workers -women and men- and the development
of age management.
In addition each transnational partner specified
its involvement in “2012, the Year for Active
Ageing and Solidarity between Generations”
which is the common framework for this project.
Project
Management
PRÉFET
DE LA RÉGION
D’ÎLE-DE-FRANCE
Partners
EUROPEAN
FRENCH
Animation
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