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To help reward and HR practitioners respond to the demographic challenges posed for their organisations by an ageing workforce, the CIPD has worked with Cranfield University to examine how employers are managing older workers under a total reward approach to draw out good practice recommendations.

On the pay front, our surveys and research show that many employers have reviewed their service-related pay progression and benefits as a result of the anti-age discrimination legislation. Some with performance-paybased progression systems have also used the opportunity to review these to ensure that there is no bias in favour of, or against, mature workers. Due to skill shortages and intense competition for talent, anti-age discrimination legislation and new tax rules regarding pensions, others are now offering employees flexible working, flexible retirement opportunities, flexible benefits and flexible pension arrangements.

Some are shifting away from absence management to promoting physical and mental well-being by introducing innovative and holistic health benefits and financial education programmes. However, while there is a lot of activity, this has been focused on addressing isolated issues. Few appear to be taking a holistic approach (that is, looking across the whole of their financial offerings as well as their non-financial reward offerings) to consider whether these are appealing to mature workers or any other age groups.

Despite examining their pay-progression systems, there is no evidence that employers are reviewing the way they structure pay systems to make them sufficiently flexible to meet individual career and life aspirations across all age groups. Neither do employers seem to be asking themselves whether their incentive awards are sufficiently attractive to motivate older as well as younger workers. Even though it’s increasingly recognised that financial rewards are only one part of the engagement picture, employers don’t appear to be looking if non-financial rewards – such as the working environment, culture, mission, and learning and development opportunities – are attractive and responsive to the needs and expectations of older workers.

To meet the challenges of creating a high-performance workplace, both reward and HR professionals must look across their organisations at the various employment policies and practices they have and join up the dots between them to create a clear picture of their total reward offering. After doing this they need to stand back from this bigger picture and ask how attractive it is to all employees, irrespective of their age. Doing this will help them to identify the gaps and where there may be hidden age bias. 留学生论文https://www.51lunwen.org/

For example, they need to check if their pay structures and pay progression mechanisms have been overlooked and if they could make their benefit offering more appealing by introducing a voluntary benefits programme. It’s also important to check how the contributions of older workers are recognised and appreciated by the organisation. Finally, reward and HR professionals need to package the total reward offering appropriately to make sure employees know about it and understand it.

While it would be illegal to offer age-related rewards, it is possible and desirable for reward and HR professionals to work together to develop an inclu本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。