Managing Mature Employees: A Tool-Box For Supervisors & HR Personnel
Rationale/Aims
By 2020, 35% of the resident population of Singapore will be 50 years and above. The Re-employment Legislation was implemented in Singapore in 2012. It requires employers to re-employ older workers until the age of 65 (67 subsequently).
There is therefore an urgent need for managers and supervisors to be equipped with the necessary knowledge and skills to effectively manage mature employees, for business sustainability. Moreover, mature employees possess valuable skills, knowledge and experience and have made significant contributions to the company and the society. The aim of this course is to equip participants (supervisors, managers, heads of departments etc.) with the essential competencies to supervise, counsel and harness the strengths of mature employees.
Target Participants
Managers, supervisors and HR personnel
Course Objectives
Upon completion of the course, participants will:
possess better understanding of the different generations and the contributions of mature employees
understand age-associated bio-psycho-social changes in mature employees
increase their abilities to harness the strengths and experience of mature employees
be equipped with basic counselling, assessment, intervention and referral skills, with a special focus on re-employment
Course Outlines
Part A: Understanding Mature Employees
Developmental issues and concerns of mature employees
Physical and psychological aspects of ageing
Part B: Understanding Current Socio-Economic Realities
Industry practice and criteria for re-employment/re-deployment
Labour market information - current realities, managing expectations
Intergenerational issues at the workplace
Part C: Counselling, Coaching and Mentoring Mature Employees
Counselling, coaching and mentoring: purpose, principles and skills
Counselling, coaching and mentoring: definitions, objectives
Differences and similarities between them
Self-assessment
Counselling and mentoring older employees: principles and process
Attending and active listening skills
Interviewing skills
Micro-skills
Re-employment &/or re-deployment counselling
Self-assessment: ensuring a good fit
Job search and retraining resources
Evidence-based Model for Counselling Mature Employees
The ECADIT: an indigenous, evidence-based model for counselling older adults
This model was developed through a three-year research project carried out locally. A pre and post-test was conducted and the model was found to be more efficacious than other models, which were applied to the control group.
Skills application and feedback
Part D: Harnessing Silver Talent
Leading Employment Practices and Evidence-based Strategies
Motivating and engaging mature employees: local research findings on what they want
Local and international case studies of leading practices
HR practices to facilitate employment of mature employees
Mentoring and Coaching Mature Employees
Understanding and harnessing mature mentee’s strengths
Recognising mature mentees’ limitations and developmental needs
Awareness of cultural differences, values and issues
Understanding personality types, mentoring and learning styles (MBTI concepts)
Synchronising your mentoring styles with your mentees’ learning styles
