Can older workers be retrained? Canadian evidence from worker-firm linked data

Our empirical analysis is based on Statistics Canada’s worker-firm matched data set, the 2003 Workplace and Employee Survey (WES). The sample size is substantial: about 4,000 workers over the age of 50 and 12,000 between the ages of 25 and 49. Training was a focus of the survey, which offers a wealth of worker-related and firm-related training variables. We found that the mean probability of receiving training was 9.3 percentage points higher for younger workers than for older ones. Almost half of the gap is explained by older workers having fewer training-associated characteristics (personal, employment, workplace, human resource practices and occupation/industry/region), and slightly more than half by them having a lower propensity to receive training, this being the gap that remained after we controlled for differences in training-associated characteristics. Their lower propensity to receive training likely reflects the higher opportunity cost of lost wages during the time spent in training, possible higher psychological costs and lower expected benefits due to their shorter remaining work-life and lower productivity gains from training, as discussed in the literature. The lower propensity of older workers to receive training tended to prevail across 54 different training measures, with notable exceptions discussed in detail. We found that older workers can be trained, but their training should be redesigned in several ways: by making instruction slower and self-paced;by assigning hands-on practical exercises;by providing modular training components to be taken in stages;by familiarizing the trainees with new equipment;and by minimizing required reading and amount of material covered. The concept of “one-size-fits- all” does not apply to the design and implementation of training programs for older workers.Alternate :Notre analyse empirique est fondée sur l’ensemble des données appariées entre les travailleurs et les entreprises de Statistique Canada, le Workplace and Employee Survey (WES) de 2003. La taille de l’échantillon est importante, environ 4 000 travailleurs de plus de 50 ans et 12 000 qui ont entre 25 et 49 ans. Cette enquête est centrée sur la formation, de sorte qu’elle comporte une multitude de variables sur ce sujet tant pour les travailleurs que pour les entreprises. Notre analyse économétrique a révélé que la probabilité moyenne de recevoir une formation était de 9,3 points de pourcentage plus élevée chez les jeunes que chez les travailleurs plus âgés. Près de la moitié de cet écart peut être attribué au fait que les travailleurs âgés ont moins de caractéristiques associées à la réception de la formation (c’est-à-dire caractéristiques personnelles, d’emploi, du milieu de travail, des pratiques en matière de ressources humaines et de la profession/industrie/région). D’autre part, un peu plus de la moitié de l’écart est attribué au fait qu’ils ont moins tendance à recevoir des formations après avoir pris en compte leurs caractéristiques. Cela reflète probablement un coût d’opportunité plus élevé des salaires perdus pendant la formation et des coûts psychiques possiblement plus élevés pour les travailleurs plus âgés. Comme le révèle la littérature, cela reflète aussi le fait qu’il y a moins d’avantages à former les personnes plus âgées en raison de leur horizon de vie professionnelle plus court et des gains de productivité plus faibles associés à la formation. La faible tendance des travailleurs âgés à recevoir une formation s’exprime dans 54 mesures de la formation, avec quelques exceptions notables. Nous constatons que les travailleurs âgés peuvent être formés, mais cela nécessite une formation conçue pour répondre aux besoins des travailleurs âgés. Ces caractéristiques comprennent une instruction plus lente et auto-rythmée, des exercices pratiques, des composants de formation modulaires qui se construisent par étapes, les familiariser avec de nouveaux équipements et minimiser la lecture requise et la quantité de matériel couvert. Le concept d’uniformité ne s’applique pas à la conception et à la mise en oeuvre de formations pour les travailleurs âgés.

Sensemaking and Resilience for Human Resources in Crises: Lessons From Crisis-Purposed Organizations

Reviewing the best practices in crisis-purposed organizations is useful to help organizations better react to crises. The purpose of this research is to use the COVID-19 pandemic to better understand sensemaking and resilience by carefully studying crisis-purposed organizations for insights. We find that labor market myopia interferes with an organization's crisis response. An organization may overcome labor market myopia by leveraging HR strategies that emphasize agility and resilience and by adapting to technological changes. We focus on military special operations as the primary example of crisis-purposed organizations, but also refer to wildfire fighters and other emergency responders. These organizations differ in how they recruit and qualify participants, but they all suggest approaches for organizations whose primary focus is something other than crises, but who will face crises in any event.

Role of Compensation Management in Balancing the Employees relationship in Retail Industry in India

Compensation, in layman's terms, refers to something provided or obtained as payment or reparation, such as property, for a service or loss. The word Reward, on the other hand, refers to something offered or earned as a reward for good behaviour or as a form of retaliation for bad behaviour. In this context, the current paper focuses on wage management as a means of balancing employee relationships. The study is conducted by taking 199 employees of selected retail industry. The data has been collected by administering a structured questionnaire and analysis is done using regression analysis._