Regional actions for older workers in the Veneto region

Transcription

1 Regional actions for older workers in the Veneto region OECD LEED Expert roundtable on local economic strategies for ageing labor markets OECD Conference Centre, Paris Roberta Fefè, Pietro Checcucci

2 Veneto Region INDICATORS Population Foreigners (9.8% of total population) Mean age 44.5 Age dependancy ratio (2013) GDP GDP per capita (2012) 54.1 Italy 54.2 EU Millions (9% of National GDP)

3 VENETO REGION LABOR MARKET Active enterprises: in 2011 (above all manifactouring and construction industry) About wich 95% SME Comparing Veneto Italy YEAR 2014 (Source: Istat) Veneto ITALY EMPLOYMENT RATES Employment rate ,7 55,7 Women Employment rate ,5 46,8 Employment rate ,9 15,6 Employment rate ,3 70,3 Employment rate ,6 46,2 Women employment rate ,6 UNEMPLOYMENT RATES Unemployment rate ,6 12,9 Women unemployment rate ,9 13,9 Unemployment rate ,6 42,7 Unemployment rate ,3 8,4 Unemployment rate ,7 5,5 Women unemployment rate ,5 4,4 3

4 POINTS OF DEPARTURE In Italy Clothing footwear and textile sector are characterized by: High presence of family-run business SME with a «simple» organizational profile High presence of workers aged 45-55, with low educational attainment but high length of service and experience These workers hold the core competence in a tacit way Few active policies for work-life balance and to stimulate the job permanence of older workers High risk of losing competences and strategic and know how strategic know how The added value of Made in Italy Investing in high quality of products Handicraft peculiarities of product:, developed by technical abilities and competences based on contextual experience Fiduciary relationships with clients Some duties and tasks can t be replaced by industrial automation High international competition, expecially about producing models and prototyes High competition with multinational business Need to introduce innovative approaches and develop organizational skills to address foreign customers "outsiders" from the known territory Tendency to concentrate strategic skills in the experience of individuals rather than as a common heritage of the firm (no knowledge management systems) Shortage of activities that would promote the socialization of strategic competencies Shortage of skilled manpower in the area and a few of young people willing to work in the field 4

5 FLEXIBLY BEYOND PROJECT EXPERIMENTAL MODELS AND TOOLS TO ORGANIZE JOBS FOR AN EFFECTIVE EXTENSION OF WORKING LIFE INNOVATIVE ACTIONS ART. 6 ESF The main partnership: POLITECNICO CALZATURIERO - project leader Formindustria Emilia Romagna - training institution Cisita of Parma - training institution For.P.In - training institution University «BICOCCA» of Milan Department of Informatics University of Ferrara Department of Economics Unioncamere Eurosportello Veneto- Promotional Institution CISL/CGIL Trade Unions The client: SMEs from Footwear and Textile Sector More than 200 workers aged 45+ Veneto & Emilia Romagna Regions Aim of the project: To design and test innovative models of business organization and operational instruments in order to: Develop in the manifacturing sector both the business and the value of older workers Experiment alternative models of work organization to enhance senior workers and extending their working life Convey cultural changes in business environment Experiment models for intergenerational transfer of skills and competences 5

6 THE CURRENT PROJECT Analysis of the production process Analysis of the specific job position Collection of tacit skills from single workers Experience of the section head Point of view of the fashion designer Enterprise Training of younger employees Mapping of processes and skills Inventory of professional profiles Cloud knowledge base available for teacher and traininers to develop courses Re-training of other employees Polythecnic Higher Technical Schools Vocational Training within the Polythecnic Public High Schools Vocational Training for unemployed younger workers Portfolio and CVs implemented by students 6

7 WHAT THEY ACHIEVED Training of trainers and side by side training Laboratories To promote the intergenerational «transfer» and «creation» of know how, they did a specific training for older workers as mentors for apprentices and new hires At company level, where older worker is recognized as teacher and trainer School of Competence Cell production Experimentation of organizational solutions for intergenerational dialogue (cell production): intergenerational and semiautonomous working groups. Business advice to redefine older workers job roles Promotion of flexibility models for work-life balance: «In and out flexibility», bank of hours, «menu»timetable, annual contract for older workers after their retirement Job organization Laboratories Softwares for HRD and Intergnerational knowledge management Filo di Arianna to manage & store informations about employee working life since the moment of hiring Case Base Reasoning & PDM (project data management) to describe and codify the fases of the production process 7

8 WHY THIS INITIATIVE WAS GOOD Holistic and «preventive» approach Win Win strategy in prolonging working life (envolvement of a lot of stakeholders, considering together Business and workers development) Cultural change in knowledge management approach: from the controll and ownership of key skills to their production into the intergenerational exchange relationships during the working life Tools to address the recognition of «tacit» skills New inputs to the learning activities: new demand for a «contextual» role of the vocational training and for the development of «organizational competence» in order to connect tradition and innovation in a business continuity perspective Mutual trust between local community, institutions and stakeholders 8

9 WHAT WE DID NOT ACHIEVE - METHODOLOGICAL CHALLENGES Sometimes intergenerational diffidence need to improve older and younger workers committment to the intergenerational exchange need to develop the role of public employment services Strong link between local culture and socioeconomical structure of the Region Need to develop training and consulting methodologies focused not only on technical skills but also on a contextual reflection on relationships and sensemaking process. 9

10 Human resources strategies for the following 3 years SMEs (ISFOL 2014) Retention of current employees 76,3% Adaptation of the organization of work Improvement of career guidance and skills maintanance 7,1% 28,2% Personnel reduction Replacement of older employees with younger workers 5,4% 2,6% Skills required in the perspective of extending working life within SMEs (ISFOL 2014) Concern of 50+ issues within Trade unions negotiations in the following 3 years (ISFOL 2014) 1,4% 4,4% 7,7% Reading comprehension and base mathematics Oral and written communication skills Technical skills related to specific tasks 39,5% Foreign languages Base computer skills 21,2% 25,6% 2,4% 4,9% 7,9% 16,3% 16,9% 9,9% Advanced computer skills 18,6% 22,8% Management skills Team-working Relational skills Number of employees Administration and accounting Problem solving 10

11 LET S TALK TOGETHER Thank you for your attention! ISFOL r.fefe@isfol.it p.checcucci@isfol.it ISFOL Corso d Italia, Rome, Italy Tel: Fax: Politecnico Calzaturiero Stefano Miotto Stefano.Miotto@siav.net info@politecnicocalzaturiero.it Mauro Tescaro m.tescaro@politecnicocalzaturiero.it