LinkedIn: David Norris Web: GetHealthcareDirect.com.au

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1 David Norris Occupational Therapist Director Get Healthcare Direct, Brisbane Mob LinkedIn: David Norris Web: GetHealthcareDirect.com.au

2 Future Shock: Risk Management & Workforce Ageing What You Can Do About It, Today

3 80% CEO, managers seniors executives SIGNIFICANT impact upon their business 20% are taking ACTION LESS THAN 5% are getting tangible results

4 RATE: Ageing Is Accelerating

5 SCALE: Dramatic Life Span Shift Productivity Commission Report, 2005 Intergenerational Report, 2015

6 Ageing Population and Workforce Proportion of all APS employees aged 45 years or older, (APS Australian Public Service)

7 Compensation Forecast Workforce Ageing and Scheme Costs Your compensation claims cost are forecasted to increase by up to 43% increase over the next 10 years. 1. Retirement Age 2. Minimal improvement in management of older claims McInerney, A, Institute of Actuaries of Australia, 2009

8 Ageing: WORK DISABILITY & RETURN TO WORK n=59,525 Median number of workdays compensated over 2 years was 59; Under 50 years: 55days Over 50 years: 74 days Berecki-Gisolf et al, J Occup Environ Med. 2012;54 (3):318 27

9 Strategic Implementation Policy Process Work Application 300% Return On Their Investment Bergström and Ahonen 2000

10 Within Workplaces Education & Training Ergonomics (Demand) Wellness, Health & Function (Capacity) Maximised Ageing Workforce Injury Prevention & Management Slips, Trips & Falls MSD Career Transition/ Development HR Policies Programs

11 Workplace Age Management Human Resource Management Environment & Ergonomics Career Development & Transition Health Management Knowledge Management Organisation Commitment Management Capability Injury Management Evidence of Economic Benefits 1. The return on investment of implementing age management programs was assessed in 200 Companies various sizes and from a cross section of industry 2. The range of 300%- 1000% return on their investment- meaning for every $1 spent there was a $3 to $10 return Bergström and Ahonen 2000

12 Resource and Effort How Can You Achieve Greater Effectiveness & Efficiency The 2-5% gains along the journey has a material impact in the long run Time To Outcome

Bruce: Manual Work Employed at 43 years of age Chronological Age: 54 years At time of employment known pre existing condition affecting lower back and right knee High

13 Bruce: Manual Work Employed at 43 years of age Chronological Age: 54 years At time of employment known pre existing condition affecting lower back and right knee High skills, lots of industry experience. Workplace Sagacity, Valuable Absenteeism increasing Line manager- worker relationship concerns High work demands: Capacity tension

14 Relationship Between Declining Worker Capacity To Aging Meet Physical Workforce Work Demands Physical Demands (%) Energy Reserve Work Demands Energy Reserve Years

15 Performance Mid Late Career Health Biological Aspects of Ageing 4 Factors Which Interact To Modify Performance In Mid- Late Career Work Lifestyle Ilamrinen, 2002, Consistent with WHO ICF

16 Industry View: Age & Health Industry Portion 45-74years % Portion of those aged years with NHPA condition (%) Agriculture, fishing & forestry Mining Manufacturing Retail Health and Community Services Transport and Storage Health of Mature Age Workers in Australia: A Snapshot,

17 Workplace Capacity or Function Injury Baril, et al , Ilmarinen and Tuomi, 2004., Kumashiro M, 2007.

Physiological O2 exchange- Max at 25-35yrs Respiratory- Max at 25-35yrs Cardiovascular- max 25-35yrs Blood Pressure- Best at younger years Fatigue- occurs less rapidly Physical/ Sensory Strength- Max

18 Physiological O2 exchange- Max at 25-35yrs Respiratory- Max at 25-35yrs Cardiovascular- max 25-35yrs Blood Pressure- Best at younger years Fatigue- occurs less rapidly Physical/ Sensory Strength- Max at 25-35yrs Flexibility- Max at 25-35yrs Balance- few issues Sight- best at younger age Reaction time and speedmaximum Hearing- few issues Manual Dexterity- higher Cognition Memory- Better Explicit Intelligence- Fluid peaks at Physiological O2 exchange- 40% decrease at 65yrs Respiratory- 25% at 65yrs Cardiovascular % less at 65yrs Blood Pressure- Increase Fatigue- Occurs more quickly Physical/ Sensory Strength % decrease at 65 Flexibility % decrease at 65 Balance- 1/3 of 65years + fall each year Sight- All aspects deteriorate Reaction time and speed- decreases Hearing- 30% have hearing difficulties Manual Dexterity- Motor skills deteriorate Heat/ Cold- More challenging Cognition Memory- Better Implicit Intelligence- Crystalised Intelligence Ilmarinen/Tempel, 2002., Perry 2014., Gopie et al, 2011, Charness, 2006., Dunning et al, 2015

19 Capacity Matched Aging Workforce To Workplace Demand % Years

20 Injury- Impairment-Replacement It s Expensive The Solution Is Cheap & Effective

21 Your Workplace Strategy Reality Strategy Apply Review

22 Policy instruments to support integration or reintegration Self Assessment Factors which influence the career trajectory Organisation Career Pathways In the Second Half of Life Investment in productivity incentives Low High Few Policy Instruments Type 1. Reject or Retain: Low level of investment/ incentives for productivity: Ageing workers are pushed out of or kept in the workforce depending on the situation within the organisation- An early exit culture Type 2. Depreciate and Eject: High level investment/incentive for productivity: Ageing workforce are depreciated then pushed out of the labour force.. Culture: The right work at any age.. Many Policy Instruments Type 3. Retain: Low level of investment/ incentives for productivity. The ageing worker is kept in the organisation.. A strong culture of retention Type 4. Integrate or Reintegrate: The ageing workforce is kept in/ transferred or brought back into, the organisation. eg. Retirement bonus tied to contracted projects. Culture: The experience dividend Norris adapted A-M Guillemard

23 Reality: Build The Business Case Look at the Relevant Data: Desk top: Demographic profile, years of service, injury data, claims data, cost and length of claims, exit interviews Work Group: cross section of staff, one on one life planning sessions Find and build a relevant Data picture and.. Assess the Data against the core business/ the strategic goals Determine the Business Impact- Individual Impact Tools: Work Ability, Productivity Network Analytics- assessing the impact on access to valuable workplace skills and knowledge. Quantify and Qualify THE BUSINESS RISK

102 103 102 28 104 103 28 104 49 1249 112 56 12 112 56 38 69 7 38 7 22 22 76 98 98 47 47 30 30 101 101 94 94 41 41 96 96 11 11 Productivity Network Analytics Q1

24 Productivity Network Analytics Q1. Q. Retirement Who do you Intention go to information next 2years, and advice Q. Change regarding Health core and business Function Q2. over Of next this 2 group years on = Less a day to day 18% basis how much do you rely on them in order to complete your tasks successfully? 10-30% etc

25 Strategy Develop your strategy based on the data Is this the language of the business? Risk- Cost- Performance Prioritised? Has your workforce ageing had a voice? What is your self assessed observation of the business readiness What could your strategy look like?

26 Work Ability

Work Ability: towards a longer working life

may help I Want: The subjective view of a

27 Work Ability: towards a longer working life Workplace Environment Work and Workplace Values and Motivation Skills and Abilities Health and Function There are people and structures that may help I Want: The subjective view of a person s work should be positive I Can Do The Job FIOH, 2010

28 Measures Across The Work Life Work Ability Workplace Environment Values and Attitudes Work Life Continuum Match the task to the person, organise the work tasks in response to hazard and personal risks factors identified in the below floors. Work organisation -Does the person have sufficient control over their work? Flexibility with rest periods -Roster scheduling to offset fatigue and improve recovery -Review work intensity and scheduling: Job carving, load management weight and size etc Culture and Management Leadership: - what is the expectation of how work is done, age acceptance and equality -Participative approach Implementing strategies to address: Respect, Trust, Fair and Equitable Treatment and Support ***Communication*** across all parties- Sustain the personal relationship

29 Measures Across The Work Life Work Ability Work Life Continuum Skills and Abilities Education may be required to look at self pacing, and gradation of exposure. Skills across the work life span in order to meet job demands throughout the life course. Update work skills- this is a good investment Are the skill sets needed in order to support transition to other roles? How is information delivered? Read (Prof. N.Charness et al) Health & Monitor overload- fatigue and recovery, psychosomatic and other Function health affects ( mental health and cardio vascular). Wrap around healthy lifestyle program at a work group or individual level. Achieve Organisation wide controls for an un biased workplace * Familial/ retirement situations are likely to require audit and at least awareness

30 Multivariate- Coping, Control and Participation

31 Work Ability Index Score Intervention Impact Objective: Improve workability High 44+ Mutli-disciplinary Health Promotion, Ergonomics, Management Training Health Promotion Poor 25 No Action 45 years Ilmarinen, 2010 Age (years) 65 years

32 How Others Are Getting There Company Means Goals BMW Westpac Food Processing Plant Hospital Aviation Company -Workplace Engagement -70 workplace modifications -Workplace arrangements -Education esp. financial -Health and wellbeing prog. -Transitions/ Alumni -Local branch Mx empowered -Workplace engagement -Low tech (card base) erg -Team lead/ station led -Identified knowledge holders- Mentor -Leadership age aware -OHS age management training -Mod FCE post injury and post 50yr -Subsidised access education Improve productivity Test the future Reduce injury presentation Improve retention in regional areas Increase workforce life span presentation Reduce Injuries Prepare for Tomorrow Reduce Absenteeism Offset skill losses Promotional Opportunity Life Span culture Reduce injury costs Reduce injury costs Maintain productivity

33 Workplace Age Management

34 Business Workforce Ageing Program Black Holes Wrong Data- Wrong Target Don t have a budget Oh its good for them it works for us Don t have time Language of the Business Age is the problem Lack of worker engagement Single Vs Multivariate Limited line management development

35 Aging Workforce Workforce Ageing Is The New Black

36 David Norris Occupational Therapist Director Get Healthcare Direct, Brisbane Mob LinkedIn: David Norris Web: GetHealthcareDirect.com.au

Mental Health & Wellbeing Strategy

Mental Health & Wellbeing Strategy October 2017 If this report has raised any concerns for you or someone you know, please contact Lifeline on 13 11 14 Energy Networks Australia publications can be downloaded