Kein Folientitel

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The Compass-Process Competence Development of
Ageing Employees A Practical Example from a
large enterprise from the point of view of the
operational Lobby Group Wolfgang Mai Siemens
AG, Works Committee Erlangen G, Germany
2
Overview

• The consequences of demografic change
• Working conditions today
• What employees consider as good working
  conditions
• Good practice of competence development of
  Siemens
• The Compass-Process

3
Age structure of germany

Quelle INQA-Memorandum 2004
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Age structure in german companies

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Age structure in german companies (2)

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Conditions of employment today from the angle
of health - Increasing amount of psychological
strain - Increase of stress and other
consequences of psychological strain - Increase
of work related illness - Increase of early
retirement because of mental health
problems - Heavy workload and aggregation of
work - Globalisation and the consequences

• How can the employees stay healthy in view of
  this situation?

sociopolitical changes - Statutory retirement
age will be the age of 67

• Employees will have a longer working life!

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Conditions of employment today from the angle

• of the company
• In 10 years the age cohort of the employees
  between the age of 40 and 55 will be the greatest
  cohort, but will then be between the age 50 an 65
• This cohort represents the senior experts, which
  today already bear the brunt of work
• Global added value and proceeding economisation
  ongoing need of reorganisation, restructuring and
  outsourcing with job losses in germany?
• Labour shortage?

• What has to be done to maintain competitiveness,
  performance and productivity with an ageing
  workforce?

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Summary

• Company and employees have to react upon these
  challanges. Economic success and individual
  employability (well-being, health, good
  communication, work-life-balance and up-to-date
  qualification) depend on each other. This
  casual connection will be of vital importance.
• The ageing of the workforce may not lead to
  concepts for the elder employees. We need a
  strategy for all employees, especially for the
  people between the age of 40-50.
• From the point of view of the works council, the
  aim of these concepts must be a health and
  competence management, which helps to maintain,
  improve, enhance and encourage managers and
  employees.
• The employees themselves have to accept personal
  responsabilitiy.

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How employees experience the changing conditions
of work
decrease
increase
- 4
46
Stress and working pressure
- 2
42
Professional and technical demands
- 5
26
Many-sided, interesting tasks
- 10
22
Risk of getting unemployed
- 9
21
Amount of overtime work
- 16
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Relationship between collegues

• Wie Erwerbstätige die Entwicklung der
  Arbeitsbedingungen beurteilen (zwischen 1997 und
  1999), in Prozent

Quelle BiBB und IAB 2000
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How company medical officers in Germany
experience changes in conditions of work
Working time Overtime, increase of shift work,
working during weekend
Leadership Technical/professional support,
working atmosphere
Aspects of labour organisation
Nach Hasselhorn et. Al. , Psychosoziale Faktoren
und betriebsärztliche Tätigkeit, Schriftenreihe
der Bundesanstalt für Arbeitsschutz und
Arbeitsmedizin, Dortmund/Berlin/Dresden 2003, S.8
ff.
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Good working conditions from the point of view of
employees mean...

• having a secure and dependable income
• being employed for an unlimited period
• having the opportunity of bringing in and
  developing professional und creative skills into
  daily work
• to be given credits and to develop social
  connections and enriching human relations.

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Employees look upon work favourably, if...

• the possibilities of personal development,
  qualification and of having influence on the
  situation are considered to be helpful
• the relationship between collegues and superiors
  is good
• the level of demands does not tend to excessive
  demands

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Workplaces, which do fit to these demands are
very rare

• Only 12 of all employees have a workplace
  corresponding to these demands
• 35 of all workplaces are nearly to the demands
• 53 of all workplaces are each identified either
  with extremely low ressources or with an alarming
  high level of wrong demands.

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Resources

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What employees expect from their workplace
Quelle Institut der deutschen Wirtschaft 2001
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View of the employees concerning working
conditions
Thinking about your work and your state of
health Do you believe you can perform todays
work under the terms of todays working
conditions until you reach your retirement age?
Quelle INIFES, Infratest, FIA 2005
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Conclusion

• 1. Consequences of demografic changes
• employees have to work longer
• 2. Conditions of work today
• increasing high demands regarding capabilities
  and time of work, increasing psychological
  strain, increasing uncertainty in life
• What employees expect from their life
• a balanced and meaningful life
• 4. Our Intention Strengthen the resources of the
  employees to cope with this situation!
• Competence development with Compass

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The Kompass-Process

Hans Heusgen Business consultant Tel. 08157 - 92
98 22 hans.heusgen_at_heusgen.com www.heusgen.com
Wolfgang Mai CT HR Tel. 09131 - 7 -
0 wolfgang.mai_at_siemens.com
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Fields of action (based on INQA-Memorandum)

Health Work ability for all employees
Labour organisation and job design Not only the
work place, labour too has to be designed
according the needs of the age of the employees
(working time, career planning)
Leadership Adjusting corporate culture
Qualification, continuous education and lifelong
learning Knowledge Management
Personal policy und recruiting policy Personal
policy has to react early enough and in sufficent
time face an ageing workforce
Corporate Culture Corporate Communication Corpor
ate policy und mission statement
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Desirable Characteristics of Employees
Self-management Self-regulation
Quelle Prof. Kastner, Vortragsfolien
Work-Life-Balance, Institut für
Arbeitspsychologie und Arbeitsmedizin, Herdecke
2004
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Drawing the balance what have I achieved until
today?
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The Compass Process Target Group
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The Compass - Process


Preparatory stage with management, colleagues
and pers. officers 360 Feedback
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What do I want to do?
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What are my excellences?
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How can I put my development plan into action?
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Establishing the aims of the Compass-Process
Aim of the Compass-Process
Aim of the Compass-Workshops

• The optimal use of those employees with the
  greatest amount of experience.
• High degree of adaptability between employees
  and the prospective plans which the company has.
• Clarity about these plans both from within and
  outside the company.
• Pleasure in creating and accepting new
  challenges
• Application of the agreed arrangements by the
  employee
• The employee takes over responsibility for his
  own development

• Clarity in relation to
• targeted plan
• personal view broader view
• Development needs/ definition of the area of
  learning
• design of the individuals - development plan
  and motivation for its implementation

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The Compass - WorkshopAreas of Planning
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Using Compass
The Kompass process requires initiative and
individual responsibility on the part of the
employee for he is the "Owner " and executor of
his own programme.

• The employee accepts responsibility for the
  business, as well as for the planning of his own
  contribution towards his own individual
  development.
• The planned goal is custom-made for each
  individual.
• Personal initiative means there is identification
  with the programme and a desire for its
  implementation which results in further personal
  development.
• Attitude of satiated satisfaction is avoided.
• Management and personnel officers are required as
  trainers and are given time off in lieu.

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I assume responsability for my own professional
development
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No quality of work, no quality work
Quelle More Health Can Mean Higher Profits, The
Economic Efficiency of Health and Safety at Work,
Federal Institute for Occupational Safety an
Health and INQA, Dortmund 2004, S. 5