Threats Archives - Junoverse

The Great Paradigm Shift

Posted on December 5, 2023 - 12:31 pm by Michael Sprenger

The age pyramid is changing, and this is having a significant impact on the workforce. According to the World Health Organization, by 2050, the number of people aged 60 years and older is expected to double, and by 2100, it is expected to triple! This means that the proportion of older adults in the population is increasing, while the proportion of younger adults is decreasing.

Due to this paradigm shift, more and more employees are finding themselves caring for ageing parents. This can be a significant burden, both financially and emotionally. Many employees are forced to take time off from work to care for their parents, which can negatively impact their career prospects and financial well-being.

In addition to the changing age pyramid, the workforce demographics are also shifting in a way that is creating new challenges for employees. The so-called “sandwich generation” refers to individuals who are caring for both their ageing parents and their children.

According to a report by the Pew Research Center, nearly half of adults in their 40s and 50s have a parent aged 65 or older and are either raising a young child or financially supporting a grown child. This means that more employees are finding themselves with parents to care for rather than kids.

The Impact on Employees

The ageing population and changing demographics of the workforce have resulted in an increasing number of employees facing the challenge of balancing work and caregiving responsibilities. This can be especially challenging for those caring for ageing parents, who may need to take time off from work to provide care, impacting their career prospects and financial stability.

Additionally, caregiving can take an emotional toll, leading to decreased productivity and more absences. These challenges can have significant impacts on both employees and their employers.

The Importance of Support – The Role of Employers

As the number of older adults in the workforce continues to grow, it is becoming increasingly important for employers to help them stay well for longer by offering flexible work options, providing financial planning resources, encouraging health and wellness, offering phased retirement options, and providing opportunities for mentoring. These support initiatives can help employees feel more confident and prepared for retirement while remaining engaged and contributing to an organisations success. By investing in health and well-being of their employees, employers can benefit from the retention of knowledge, experience, and expertise of the most experienced workers.

Get in touch with us at Junoverse to learn more about how our retirement readiness solution READY ™ can help your senior employees or employees with senior parents to care for, boost their well-being while preparing them for retirement in a wholesome and holistic way!

Check out our official video below for further insights.

Global skilled workforce shortage

Posted on December 5, 2023 - 10:57 am by Michael Sprenger

The world is undergoing a substantial demographic transformation, with an increasing prevalence of ageing populations in the majority of developed countries. This demographic shift poses a serious threat to the labour market as we know it, impacting various industries beyond healthcare, including technology, manufacturing, and education sectors.

Despite variations in the systems of selected countries such as Sweden, Switzerland, Germany, the UK, and the US, they all share a common overarching challenge: a shortage of human resources in key sectors. It is imperative to comprehend the root causes of this shortage to formulate targeted and effective solutions tailored to the needs of different age groups.

The Population is Ageing

The global population is ageing rapidly, with the proportion of people aged 60 years and older expected to nearly double by 2050. This demographic shift poses a serious challenge worldwide, as we see:

A growing percentage of older populations inherently leading to increased demands for services across various sectors, and
A high average age of the current workforce.

The simultaneous occurrence of these two factors compounds the challenges in an unparalleled manner.

The Shortage of Skilled Professionals

The shortage of qualified professionals is a multifaceted issue:

Increased Demand

As the growing percentage of older populations inherently leads to increased demand for services, ageing populations also face more complex needs, requiring a higher level of expertise across various industries.

Retirement Wave

A high average age of the current workforce and the retirement of older workers significantly contribute to additional shortages. In addition, physically demanding industries are experiencing above-average early retirements due to ill health.

Insufficient Training and Education

The lengthy and demanding education required for many professions contributes to the slow replenishment of the workforce. Inadequate investment in training programs further exacerbates the shortage.

Insufficient Investments in Health and Well-being Initiatives

The workforce is witnessing a retention crisis as qualified individuals exit industries, underscoring the critical need for comprehensive health and well-being programs. Neglecting the physical and mental well-being of professionals contributes to a reduction in the overall longevity of the workforce and consequently additional shortages.

A Closer Look at Selected Countries

Sweden, Switzerland, Germany, the UK, and the US are all facing a growing shortage of skilled professionals across various sectors, including technology, manufacturing, and education. The challenges are exacerbated by demographic shifts, increased demand for services, and inadequate training and retention strategies.

Sweden

Sweden is facing a growing skilled worker shortage, exacerbated by an ageing population and other demographic shifts. Despite having one of the highest employment rates in the OECD, reaching 72.80% in July 2023, Sweden’s employment growth is predicted to stall, with the unemployment rate expected to increase from 7.6% in 2023 to 8.6% in 2025. This reflects a broader trend in the labour market, where the availability of skilled labour is not keeping pace with demand.

In terms of specific sectors, Sweden’s largest employers are in healthcare and social services, business services, and trade. However, there is a considerable shortage of highly skilled workers across various professions, including civil engineers, IT professionals, medical professionals, police officers, and educators. The shortage is not limited to high-skilled jobs; there are also significant gaps in healthcare assistance, construction, manufacturing, and other skilled trades.

A survey by Manpower Group in 2022 highlighted the extent of this talent shortage, attributing it to shifting demographics such as declining birth rates and an increase in early retirees. In 2022, 41% of private employers and 60% of public employers in Sweden reported experiencing a skills shortage when hiring. The talent shortage across industries in Sweden is particularly pronounced in manufacturing (81%), IT and technology (80%), and wholesale and retail trade (79%). This gap between the skills required by businesses and those available in the market is now at its greatest, indicating a challenging environment for employers to find the right blend of skills to meet their present and future needs [1].

Switzerland

Switzerland is grappling with a shortage of skilled professionals, especially in elderly care. According to Adecco, the shortage of skilled workers reached a peak in Switzerland in 2022, yet there are few signs of the issue abating in 2023. Despite declining growth momentum due to the current economic slowdown, the skills shortage has increased by 24%, reaching record highs. Recruiting staff remains a challenge for companies. Vacancies for health specialists, IT experts and technical engineers are currently proving particularly difficult to fill. This is highlighted by the Swiss Skills Shortage Index published by the Adecco Group Switzerland and the Swiss Job Market Monitor project undertaken by the University of Zurich. [2].

Germany

A substantial portion of the German population is ageing, with almost a quarter aged over 65. This demographic shift contributes significantly to the labor shortage, as the ageing population leads to a higher retirement rate, reducing the availability of experienced and skilled workers [3].

Low birth rates contribute to a reduced pool of young, native talent entering the workforce. Additionally, internal migration patterns within Germany affect the distribution of the workforce, leading to regional imbalances in the availability of skilled labour. The demand for new skills, driven by rapid technological changes, has created a gap in the labour market. The current workforce is struggling to meet these evolving requirements, leading to a mismatch between available skills and industry needs.

United Kingdom

The UK is experiencing a critical shortage of skilled workers, a situation that has been exacerbated by Brexit. The end of free movement has contributed significantly to labor shortages, particularly in less-skilled sectors of the economy. The new immigration system has not been liberal enough to compensate for these shortages. This shortfall has been especially pronounced in sectors such as transport and storage, wholesale and retail, and accommodation and food. The manufacturing and construction sectors have also suffered significant labor shortages since Brexit [4].

United States

In the United States, the shortage of skilled workers, which has been a longstanding issue, was further intensified by the COVID-19 pandemic. This period saw a major disruption in America’s labor force, leading to what has been referred to as ‘The Great Resignation.’ In 2022 alone, over 50 million workers quit their jobs, a trend that continued into 2023 but at a slightly reduced rate. This phenomenon has been more accurately described as ‘The Great Reshuffle,’ where workers transition to other jobs seeking better work-life balance, flexibility, increased compensation, or a strong company culture.

The manufacturing industry still has around 616,000 job openings unfilled.

The impact of this reshuffle has been uneven across different industries. Jobs that are fully in-person and traditionally have lower wages, such as those in the leisure and hospitality industry, have experienced the highest quit rates. Conversely, more stable and higher-paying industries like financial activities and manufacturing have seen lower quit rates. However, the manufacturing industry, despite making strides towards recovery, still had around 616,000 job openings unfilled as of August 2023.

Across the board, hiring rates have continually outpaced quit rates, indicating a dynamic labor market. In sectors like education and health services, and professional and business services, there has been a consistent high number of job openings, spanning a broad spectrum of occupations. Overall, as of September 2023, almost all industries were experiencing worker shortages, highlighting the pervasive impact of the pandemic on the US labor market [5].

Solutions and Future Outlook

To effectively address the skilled workforce shortage, a multi-faceted approach encompassing investment in education, retention strategies, and technology investments is essential. Here’s a breakdown:

Investment in Education

Substantial investments in expanding education programs across industries are essential to produce a more significant number of qualified professionals. Enhancing education and training programs to meet current and future skill demands. This includes expanding vocational training, apprenticeships, and higher education courses aligned with industry needs.

Retention Investments

To bolster workforce retention, offering competitive salaries, attractive benefits, and professional development opportunities is crucial. Implementing strategies to retain existing workforce, such as competitive compensation, career development opportunities, flexible work arrangements, and a positive work culture. Strategic investments should be directed towards the older workforce to preserve skills, knowledge, and experience.

Technology Investments

Utilising technology can alleviate the burden on workers and enhance efficiency across industries. Technology also has the capacity to promote health, activity, and connectivity, contributing to a healthier and more active ageing population, ultimately reducing the demand for extensive services.

This could involve automating routine tasks, investing in digital training tools, and adopting new technologies that require specialized skills, thereby creating new job opportunities.

The Junoverse Opinion

The skilled workforce shortage is a global challenge requiring strategic planning, investment, and cooperation to ensure a sustainable and high-quality workforce for the future. We are witnessing a global trend where ageing populations and changing labour market dynamics are leading to skill shortages in various sectors. To tackle these challenges, a key strategy for organisations needs to be to retain their current employees for longer.

The senior workforce is a prime target for such strategies, as they belong to some of the most experience and best trained individuals in most organisations. Workforce Analytics can help identify areas of improvement on an organisational level. Whilst improving internal policies and strategies, it is important to support such initiatives with a digital platform. Junoverse READY™ brings together individual employee improvements with organisational growth through data led excellence.

References:

[1] Inhunt World. (2023) Sweden’s Job Market and Hiring in 2023.

[2] Adecco. (2023). Swiss Skills Shortage Index 2023: Ongoing shortage of skilled workers.

[3] Statista. (2022). Skilled workers shortage in Germany.

[4] Freeths. (2023). Labour shortages in the UK and the post-Brexit immigration system.

[5] U.S. Chamber of Commerce. (2023). Understanding America’s Labor Shortage: The Most Impacted Industries.

Extend the Employee Lifecycle in your Organisation

Posted on December 4, 2023 - 4:29 pm by Michael Sprenger

In an era of global demographic transformation, where ageing populations are becoming increasingly prevalent, the challenge of sustaining a productive workforce has gained prominence. Prolonging the employment of older workers has become a crucial aspect of maintaining economic vitality and ensuring the well-being of individuals. This article explores strategies to empower and motivate older workers to continue contributing to the workforce for longer durations, with a focus on data and research from Sweden, Switzerland, Germany, the UK, and the US.

The Changing Landscape of Aging and Employment

The World Health Organization (WHO) indicates that the global proportion of people aged 60 and above is expected to nearly double by 2050 [1]. As societies age, fostering an environment where older individuals can actively participate in the workforce is imperative. Research suggests that promoting extended workforce participation among older adults brings economic benefits and enhances the overall quality of life for individuals [2].

The global proportion of people aged 60 and above is expected to nearly double by 2050

Understanding the Dynamics in Selected Countries

Sweden

Sweden has been at the forefront of implementing policies that encourage extended workforce participation. The Swedish government has introduced flexible work arrangements, lifelong learning programs, and initiatives promoting age-inclusive workplaces. Research from the Swedish Institute for Social Research highlights that these measures contribute to high employment rates among older individuals [3].

A key aspect of Sweden’s strategy is the high participation rate of older individuals in the workforce. A study published on PubMed investigated workforce participation in Sweden among older employees before and after changes in eligibility for sickness absence and unemployment compensation by a social insurance reform. It was found that the total proportion of individuals aged 55-64 in the workforce increased between 2004 and 2011. Notably, the increase was primarily in professions with lower educational requirements, lower salaries, and predominantly occupied by women.

The proportion of individuals taking an early pension increased in Sweden

In contrast, men in professions requiring higher education more often exited working life with an early statutory pension and employment pension. The study concluded that the change in regulations seems to have contributed to an overall shrinking proportion of individuals within the sickness benefit and disability pension schemes, while the proportion of individuals taking an early pension increased [4].

Moreover, Sweden has made significant strides in addressing the skill mismatch in its labor market through funding for retraining and lifelong learning. A new agreement adopted in 2021 aims to make the Swedish labor market more flexible, with significant funding for continuous professional development (CPD) and retraining for workers. This includes study grants corresponding to 80% of a person’s annual salary for CPD or retraining, which can be used to strengthen their position in the labor market. This reform also benefits workers who have been employed for eight years or longer, with an estimated cost for the fully developed retraining and CPD program until 2026 being around SEK 11 billion per year [5].

Switzerland

In Switzerland, the approach involves a combination of employer-led initiatives and government support. Flexible work hours, age-diverse teams, and retraining programs are key components. Swiss research, such as that from the University of Zurich, emphasises the positive correlation between workplace flexibility and older workers’ job satisfaction and commitment [6].

The employers’ organisation in Switzerland recommends adapting human resources strategies to the older workforce.

A key element in Switzerland’s approach is the focus on flexibility and the recognition of the value of older workers. As noted by SWI swissinfo.ch, there’s an ongoing debate over the financial future of the country’s pension scheme and an expected shortage of workers. The employers’ organisation in Switzerland has emphasised the need for greater flexibility in addressing the country’s ageing workforce. It recommends adapting human resources strategies to the older workforce, which includes improving career counseling, introducing a flexible retirement age and part-time work, and offering further training while preserving and developing the specific skills of older workers [7].

One of the key government-supported initiatives is the supported employment program for job seekers aged 50 or over, which has been in trial from 2021 to 2024. This program targets individuals who are about to lose their unemployment benefits, offering support for up to 18 months. It distinguishes itself from conventional labor market measures by its voluntary nature and the involvement of job coaches who assist participants in their job search and even after they have started a new role. These coaches also play a critical role in facilitating retraining where necessary, and employers may receive financial allowances for the induction or on-the-job training of these older employees.

The Swiss model also recognises the value of older workers’ experience and motivation. Participants in the supported employment program specifically apply for jobs where their profiles match the job requirements, ensuring a high degree of fit and efficiency in the recruitment process. This focus on the professional profiles of older workers and their alignment with labor market opportunities is a key element of the Swiss approach [8].

Germany

Germany’s approach to addressing the needs of its aging workforce, known as “demographic management,” involves a combination of policies aimed at creating a conducive work environment for older employees. This strategy is essential considering that Germany is one of only five “super-aged” societies globally, with its population aged 65 and older projected to reach nearly one-third of the total population by 2050 [9].

To increase labor force participation among older adults, the German government has implemented various training and education programs, as well as retirement system reforms. These efforts are crucial as Germany’s older adult labor force participation rate, though currently low, is growing rapidly. This increase is set against the backdrop of the “baby boom” generation reaching retirement age, which is expected to accelerate the reduction of the labor force. The government’s initiatives include raising the pensionable age and introducing flexible retirement options, along with programs aimed at providing employment opportunities, education, and training, to improve workplace conditions for older employees.

The labor force participation rate among Germans age 65 and older grew from 3.4% to 6.1% between 2005 and 2015, though it is still considerably lower than the OECD average of 14.1%. Today, older Germans’ labor force participation is below those of all countries observed in this study.

Additionally, the German government has been actively involved in supporting older adults within their workplaces through the Federal Initiative New Quality of Work (INQA). Since 2002, the Federal Ministry for Employment and Social Affairs has dedicated resources and funding to improve work quality and sustainability, particularly for older adults. INQA collaborates with firms to develop and utilise human resources in a manner that accommodates the needs of older adults. This includes promoting foresight in training needs within companies, establishing lifelong learning activities, encouraging knowledge exchange among workers of different generations, and generally advocating for diversity management and inclusivity. INQA’s goal is to assist approximately 4,000 employers and 2 million employees, with a special focus on small and medium-sized enterprises (SMEs) which constitute 99.5% of all enterprises in Germany and often have limited HR capacity [10].

United Kingdom

Age Positive logo

The United Kingdom has recognised the economic advantages of an aging workforce and implemented several measures to promote age diversity in the workplace. The Age Positive campaign, initiated by the Department for Work and Pensions (DWP), is a notable example of these efforts. This initiative brings together research and information from employers on effectively managing an aging workforce of all generations. It includes guides for employers on issues concerning recruitment, performance, succession management, retention, and transfer of skills. These resources offer practical solutions tested by various sectors and sizes of employers, aiming to challenge age stereotypes and promote age diversity [11].

The Centre for Ageing Better in the UK has also conducted research that emphasises the importance of creating supportive organisational cultures that value the skills and experience of older workers. Their Good Recruitment for Older Workers (GROW) project focuses on reducing age bias and discrimination in the recruitment process. This research is particularly timely given the dramatic changes in the job market due to COVID-19, new technology, and Brexit. Their findings suggest that a significant proportion of older individuals feel at a disadvantage when applying for jobs due to their age, indicating that ageism is the least scrutinised and most widely accepted form of discrimination in the UK. The Centre for Ageing Better’s research aims to build an evidence base to inform new approaches to recruitment that are more inclusive of older workers [12].

United States

In the US, where the aging workforce is a growing demographic, companies are increasingly adopting age-friendly practices. The Stanford Center on Longevity highlights the significance of lifelong learning programs, phased retirement options, and mentorship initiatives. Such practices not only enhance the skills of older workers but also foster a sense of purpose and engagement [13].

To support this demographic, employers are implementing various workplace practices that benefit all workers and make good business sense. These include initiatives for postsecondary education and training, which are increasingly important for older job seekers’ reemployment. However, challenges exist in accessing and completing education due to age-related disabilities.

Initiatives are crucial in retaining the talents of skilled, experienced mature workers.

Resources such as the Employer Assistance and Resource Network on Disability Inclusion (EARN) highlight the advantages of stay-at-work and return-to-work programs. These programs discuss successful retention strategies and help employers decide which strategies will work in their organisations. These initiatives are crucial in retaining the talents of skilled, experienced mature workers, including those who develop disabilities as they age or have existing disabilities that become more significant.

Furthermore, reports emphasise the importance of making work more flexible, particularly for older workers. Flexibility can benefit workers of all ages, but for older workers, it often involves special considerations, such as phased retirement options. These options allow employees to reduce work time in their current jobs, encouraging hard-to-replace, experienced workers to postpone leaving the labor force. Phased retirement is seen as one strategy among others to retain skilled workers aged 50 and over, aligning with the need for appealing work arrangements in today’s marketplace [14].

Strategies for Prolonging Workforce Participation

1. Lifelong Learning Initiatives

Implementing continuous learning programs to upskill older workers and keep them abreast of technological advancements.

2. Flexible Work Arrangements

Providing options such as part-time work, job-sharing, and telecommuting to accommodate the diverse needs of older employees.

3. Health and Wellness Programs

Investing in initiatives that promote the physical and mental well-being of older workers, thereby enhancing their ability to remain in the workforce.

4. Age-Inclusive Organisational Cultures

Fostering an environment that values diversity and experience, challenging age-related stereotypes, and promoting intergenerational collaboration.

5. Phased Retirement Options

Offering flexible retirement transition plans that allow older workers to gradually reduce their work hours while maintaining a sense of contribution.

The Junoverse Opinion

As the world grapples with the challenges posed by aging populations, implementing strategies to empower and motivate older workers is not only a societal responsibility but also a strategic imperative. Drawing insights from countries like Sweden, Switzerland, Germany, the UK, and the US, it is evident that a combination of policy measures, organisational practices, and cultural shifts can create an environment where older individuals are not just encouraged but are actively motivated to contribute to the workforce for longer durations.

References:

[1] World Health Organization. (2022). Ageing and Health.

[2] Stone, R. I., & Wiener, J. M. (2001). Who Will Care for Us? Addressing the Long-Term Care Workforce Crisis. The Urban Institute.

[3] Swedish Institute for Social Research. (2022). Labour market opportunities and attitudes towards work among older adults.

[4] Scandinavian Journal of Public Health. (2016). Has the participation of older employees in the workforce increased? Study of the total Swedish population regarding exit from working life.

[5] European Center for Development of Vocational Training. (2021). Sweden: funding for retraining and lifelong learning.

[6] University of Zurich. (2022). Flexibility Is Good for Older Workers.

[7] Swissinfo. (2022). Swiss pension reforms continue unabated.

[8] Association of Swiss Labour Market Authorities. (2022). New programme: supported employment for over 50s.

[9] German Institute for Employment Research. (2022). Age-appropriate Work Design.

[10] AARP International. (2019). The Aging Readiness & Competitiveness Report.

[11] United Kingdom Department of Work & Pensions. (2013). Management of an ageing workforce.

[12] Centre for Ageing Better. (2022). Good Recruitment for Older Workers (GROW).

[13] Stanford Center on Longevity. (2022). The New Map of Life.

[14] U.S. Department of Labor. (2022). Older Workers.

People Risk in an Ageing Workforce era

Posted on December 3, 2023 - 9:11 am by Michael Sprenger

Introduction

As the global workforce undergoes a significant demographic shift, organisations are confronted with a new and formidable challenge; people risk in the context of an ageing workforce. Simultaneously, on the opposite side of the spectrum, orgsanisations grapple with the difficulties of recruiting young(er) talent for traditional roles, creating a dual challenge in the evolving workforce landscape. Acknowledging and effectively managing this risk is crucial for organisations aiming to thrive in an environment where workforce dynamics are evolving rapidly.

The impending disruption poses a significant challenge to our conventional methods of planning and allocating human capital. Inaction, or a lack of any proactive measures, will expose organisations to vulnerabilities, particularly in the realm of effective people risk management.

Recognising people risk in the context of an ageing population as one of the most significant threats facing organisations, this article explores its strategic importance and the imperative for businesses to proactively address this evolving landscape.

Workforce Dynamics

The World Health Organisation (WHO) predicts that by 2050, the global population aged 60 and above will nearly double, posing new challenges for workforce management [1].

The World Economic Forum projects a 6-year increase in the global median age to 43 by 2050

Simultaneously, fewer young individuals are entering the workforce compared to 20 years ago. The World Economic Forum projects a 6-year increase in the global median age to 43 by 2050, leading to substantial rise in the proportion of older employees and a more age-diverse workforce [2].

A Strategic Imperative

Effectively managing an ageing workforce and responding to associated risks are strategic imperatives that organisations cannot afford to overlook. Failure to address the risk posed by a transformative workforce can have significant financial and operational repercussions.

The cost of replacing an experienced employee can be up to 2.5 times as expensive as retaining them.

According to a study by the American Association of Retired Persons (AARP), the cost of replacing an experienced employee can be up to 2.5 times as expensive. Moreover, organisations that neglect to manage risks associated with an ageing workforce may face legal and reputational consequences.

Workforce Longevity

In the context of people risk, the implementation of a robust workforce longevity strategy stands as a crucial solution to effective risk management for several compelling reasons:

Knowledge Retention

An ageing workforce often possesses a wealth of institutional knowledge and industry expertise. A robust workforce longevity strategy ensures the preservation and transfer of this critical knowledge to newer generations of employees, mitigating the risk of losing valuable insights that are essential for organisational continuity and success.

Risk Mitigation

As employees approach retirement, there is a risk of key positions being left vacant, leading to potential disruptions in operations. A well-designed longevity strategy anticipates and addresses succession planning, reducing the vulnerability associated with sudden departures and ensuring a smooth transition of responsibilities.

A well-designed longevity strategy anticipates and addresses succession planning.

Proactive strategies will provide any organisation with enhanced knowledge retention, innovation, and the preservation of institutional memory.

Innovation and Adaptability

Older employees bring a depth of experience that can contribute to innovation and adaptability within an organisation. A workforce longevity strategy supports a diverse and multi-generational workforce, fostering an environment where different perspectives and experiences can drive creativity and resilience.

Employee Engagement and Loyalty

Demonstrating a commitment to workforce longevity sends a positive signal to employees, fostering a sense of loyalty and engagement. When employees perceive that their organisation values their contributions over the long term, they are more likely to invest in their roles, leading to increased productivity and employee retention.

Reputation and Employer Branding

Organisations that are known for their commitment to workforce longevity and age-inclusive practices enhance their reputation and employer branding. This can attract top talent across different age groups and contribute to a positive perception among clients, investors, and the wider community.

Cost Savings

A solid longevity strategy can result in cost savings associated with recruitment, onboarding, and training. Retaining experienced employees reduces the need for constant recruitment and minimises the financial impact of turnover, ultimately contributing to better financial stability.

Retaining experienced employees contributes to better financial stability.

Legal and Compliance Considerations

Adhering to age-inclusive practices is not only ethical but also aligns with legal and compliance standards. Proactively addressing age-related diversity and inclusion can mitigate the risk of discrimination claims and legal challenges, safeguarding the organisation’s reputation and financial standing.

Sources of Strategic People Risk

Strategic people risk in organisations encompasses a variety of factors that can potentially impact the effectiveness, productivity, and overall success of a workforce. These risks are often linked to the changing dynamics of the labour market, demographic shifts, evolving employee expectations, and technological advancements. Identifying and understanding these sources of risk is crucial for developing effective strategies to mitigate them

Mitigating people risk is crucial for organisations to maintain a robust and effective workforce.

1. Talent Shortages

Research from the World Economic Forum (WEF) emphasises the looming skills gap as a critical risk, with workforce ageing identified as a key contributing factor [2]. Addressing this challenge is crucial for maintaining a skilled and competitive workforce.

2. Health and Well-being

The Harvard Business Review highlights the impact of ageing on employee health and well-being, emphasising the need for organisations to invest in preventive health measures to mitigate potential risks [3].

3. Succession Planning

The Society for Human Resource Management (SHRM) underscores the importance of effective succession planning, noting that organisations with robust plans are better equipped to navigate leadership transitions and minimise disruptions [4].

4. Changing Work Dynamics

The International Labour Organization (ILO) emphasises the need for organisations to adapt their workplace policies to accommodate the evolving needs and preferences of an ageing workforce [5].

Strategic Importance of Addressing People Risk

Addressing people risk strategically is vital for organisations seeking to maintain competitiveness, resilience, and sustainability in an ever-evolving global marketplace. People risk, encompassing various workforce-related challenges and uncertainties, has a direct impact on an organisation’s performance and long-term viability.

Resilient organisations can better withstand uncertainties and market fluctuations.

1. Organisational Resilience

According to McKinsey & Company, building organisational resilience requires a proactive approach to managing workforce risks, including those associated with ageing [6]. Resilient organisations can better withstand uncertainties and market fluctuations.

2. Talent Retention

A study by PwC highlights the strategic importance of talent retention in the face of demographic shifts, emphasising that retaining experienced workers is crucial for maintaining institutional knowledge and a competitive edge [7].

3. Innovation and Productivity

The Center for Talent Innovation points out that diverse workforces, including age diversity, drive innovation and enhance productivity by fostering creativity and adaptability [8].

4. Reputation and Employer Brand

Deloitte’s Global Human Capital Trends report emphasises the impact of workforce-related risks on an organisation’s reputation, citing the need for businesses to prioritise workforce management to enhance their employer brand [9].

Strategies to Mitigate People Risk

Mitigating people risk is crucial for organisations to maintain a robust and effective workforce. This involves implementing strategies that address the various challenges and uncertainties associated with workforce management.

1. Flexible Work Arrangements

The Boston Consulting Group (BCG) advocates for flexible work arrangements as a key strategy to address the changing dynamics of the workforce, allowing organisations to attract and retain older talent.

Many employees are willing to quit if they are not happy with their flexible work options.

The risk is high: nine in ten respondents consider flexible work options important when looking for a job. Moreover, many employees are willing to quit if they are not happy with their flexible work options. Of the employees surveyed by BCG, those who were dissatisfied with their work model were more than 2.5 times more likely to consider quitting their job in the next year compared with those who were satisfied[10].

2. Lifelong Learning Initiatives

The OECD highlights the importance of investing in continuous learning programs to address skill gaps and ensure a skilled and adaptable workforce in the face of ageing. Digitalisation is transforming the way many jobs are handled, whilst the pace of digital transformation continues to accelerate [11].

In the light of fast technological development, workers might feel anxious about being made redundant.

In the light of fast development of artificial intelligence with OpenAI’s ChatGPT and the likes, many workers might feel anxiety about whether these advancements in technology will render some workers redundant. Providing learning opportunities for the existing workforce becomes ever more important to maintain a competitive edge.

3. Health and Wellness Programs

The World Economic Forum stresses the role of health and wellness programs in mitigating workforce-related risks [12]. Implementing such strategies promotes employee well-being and productivity, thus contributing to an organisations overall health and directly contributes to the bottom line.

4. Succession Planning

SHRM provides comprehensive resources on effective succession planning, offering guidance on developing and implementing strategies to navigate leadership transitions. However, succession planning will take much more than documenting names on a spreadsheet or adding them to an automated system.

Without impactful development planning and a retention strategy for those that have been identified as potential succession candidates, the plan will not be effective. Succession planning is a strategic talent initiative that should be evaluated throughout the year [4].

The Junoverse Opinion

People risk is emerging as a critical concern for organisations in the face of an ageing workforce. Recognising its strategic importance is pivotal for businesses seeking to thrive in a dynamic and competitive environment. By proactively addressing the challenges associated with people risk, organisations can not only safeguard their operations but also position themselves as employers of choice, well-equipped to navigate the complexities of the evolving workforce landscape.

References:

[1] World Health Organization. (2022). Ageing and Health.

[2] World Economic Forum. (2021). The Global Risks Report.

[3] Harvard Business Review. (2020). The Case for Hiring Older Workers.

[4] Society for Human Resource Management. (2023). Succession Planning is back in the spotlight.

[5] International Labour Organization. (2019). Macroeconomic Implications of Population Aging: Lessons learnt and good practice.

[6] McKinsey & Company. (2021). Building resilience across your organization.

[7] PwC. (2020). Navigating the rising tide of uncertainty.

[8] Center for Talent Innovation. (2019). Innovation Diversity and Market Growth.

[9] Deloitte. (2020). Global Human Capital Trends.

[10] Boston Consulting Group. (2020). Making Flexible Working Models Work.

[11] Organisation for Economic Co-operation and Development (OECD). (2019). The Future of Work: Skills Outlook 2019.

[12] World Economic Forum. (2020). COVID-19 Risks Outlook.

Embracing Age Diversity: The Strategic Benefits of Investing in Age-Friendly Workplaces

Posted on December 3, 2023 - 9:11 am by Michael Sprenger

The global demographic landscape is undergoing a seismic shift, with an increasing proportion of the population entering their senior years. This demographic evolution presents a unique challenge and opportunity for the workforce. Recognising the potential of older employees, progressive organisations are investing in age-friendly workplaces, reaping strategic benefits from this inclusive approach. This article delves into the economic imperatives and tangible benefits of fostering age-friendly environments in the workplace, with insights from Sweden, Switzerland, Germany, the United Kingdom (UK), and the United States (US).

The Economic Imperative of an Aging Workforce

The World Health Organization (WHO) has projected that by 2050, nearly one-quarter of the global population will be aged 60 years or older [1]. In this context, creating age-friendly workplaces transcends moral responsibility, emerging as a strategic necessity. Such environments harness the potential of a skilled and experienced workforce, contributing to economic vitality and sustainability. Embracing age diversity is not just about social responsibility; it’s about unlocking the potential of a skilled and experienced workforce.

Understanding the Benefits in Selected Countries

Sweden

Sweden’s approach to age-friendly workplace policies serves as a benchmark. According to the Swedish Institute for Social Research, companies with inclusive practices experience higher levels of employee satisfaction, retention, and productivity [2]

Regarding age-related Human Resource Management (HRM) policies, demographic changes have led to challenges such as the sustainability of social security and healthcare systems and changes in labor productivity. Age-focused HR bundles are increasingly recognised for fostering older workers’ employability and motivation, impacting their work-retirement transition decisions.

These practices are seen as beneficial for managing an aging and more age-diverse workforce, and firm-level outcomes of these HRM practices include improved performance-related constructs like firm performance, employee productivity, and reduced turnover [3].

Switzerland

In Switzerland, the importance of age diversity in the workforce has become increasingly recognised, especially in light of demographic changes that have altered the age structure of many companies. This shift has highlighted both the opportunities and challenges presented by age diversity in the workplace. An exploratory empirical study focused on the practices used by companies to promote age diversity and inclusion, aiming to strengthen their competitiveness by actively managing age diversity.

This indicates a growing awareness and implementation of age diversity practices within Swiss organizations [4].

Germany

German firms have instituted targeted training programs for older workers to encourage them to remain employed beyond the traditional retirement age. This is particularly crucial in light of the declining birth rates and increasing longevity, which are leading to an aging and potentially shrinking labor force in Germany. For example, German women over 50, who are generally less financially secure than men, are more likely to improve their pay and delay retirement when such training is offered [5].

German women over 50 are more likely to improve their pay and delay retirement when employers offer training targeted at older workers.

Working Paper Figure w21746

United Kingdom

The Centre for Ageing Better in the UK emphasizes the competitive advantages that age-friendly employers gain in talent attraction and retention. The ageing population in the UK means older workers are an essential part of the workforce, now and in the future. However, only one in four employers are currently taking steps to create workplaces that support a multi-generational workforce. Persuading most employers to adopt age-inclusive policies and practices is achievable if approached correctly.

Only one in six employers were very likely to develop age-friendly policies in the next 12 months

Approximately half of the employers surveyed had diversity and inclusion policies that covered age, though these often encompassed multiple protected characteristics. However, only one in six employers were very likely to develop age-friendly policies in the next 12 months.

The perceived benefits of older workers in the workforce included increased knowledge and skills sharing, reduced staff turnover, and helping staff to work longer. Employers also valued older employees’ work ethic more highly than that of younger workers [6].

United States

The aging workforce phenomenon in the U.S. is significant, with nearly one in four American workers being 55 or older as of 2021. This demographic shift emphasises the importance of supporting and protecting the health and safety of older workers. Age-friendly work practices are crucial in this regard, not only for the well-being of older workers but also for the overall productivity and effectiveness of organisations [7].

Nearly one in four American workers is 55 or older as of 2021

A study conducted by Yixuan Li and colleagues from Purdue University analysed data from over 3,800 managers. They found that age diversity positively impacts performance, primarily through two mechanisms: increasing human capital (reflecting collective education, training, and experience) and social capital (representing connections and social ties).

These forms of capital resulted in better performance. The study also noted that age-inclusive management was key to leveraging the benefits of age diversity. In such inclusive environments, people of different ages can integrate well and feel connected, enhancing the value of age diversity [8].

The Tangible Benefits of Age-Friendly Workplaces

1. Enhanced Innovation and Problem-Solving
Age-diverse teams bring together a range of perspectives and experiences, fostering creativity and innovation.

2. Improved Employee Engagement

Older workers often bring a strong work ethic and commitment, contributing to higher levels of employee engagement and satisfaction.

3. Knowledge Transfer and Mentorship

An age-friendly workplace facilitates knowledge transfer between generations, creating opportunities for mentorship and skill development.

4. Reduced Turnover and Recruitment Costs

Organisations that prioritise age diversity benefit from lower turnover rates and reduced recruitment costs, as older workers tend to be more loyal and stable.

5. Enhanced Reputation and Employer Brand

Demonstrating a commitment to age diversity enhances an organisation’s reputation, making it an attractive employer for individuals of all ages.

Implementing Age-Friendly Practices:

1. Flexible Work Arrangements

Offering flexible schedules, part-time options, and telecommuting to accommodate the diverse needs of employees at different life stages.

2. Lifelong Learning Opportunities

Providing continuous learning and development programs to ensure that employees of all ages stay abreast of industry advancements.

3. Health and Wellness Initiatives

Investing in health promotion programs that cater to the well-being of employees, particularly addressing the unique health needs of older workers.

4. Inclusive Organisational Culture

Fostering a culture that values diversity, challenges age-related stereotypes, and promotes intergenerational collaboration.

5. Phased Retirement Options

Offering flexible retirement transition plans that allow employees to gradually reduce work hours while maintaining a sense of contribution.

The Junoverse Opinion

Investing in age-friendly workplaces is not just an ethical choice but a strategic imperative for organisations seeking long-term success. By embracing age diversity and creating inclusive environments, companies can unlock the full potential of their workforce, leading to enhanced innovation, employee satisfaction, and overall organisational resilience.

As populations continue to age, the benefits of such investments will become increasingly evident, positioning age-friendly employers as leaders in the evolving world of work. Get your organisation to the forefront of age-friendly employers by deploying tailored solutions such as Junoverse READY™. Contact us today to get started.

References:

[1] World Health Organization. (2022). Ageing and Health.

[2] Swedish Institute for Social Research. (2022). Labour market opportunities and attitudes towards work among older adults.

[3] Oxford University Press (2021). Work, Aging and Retirement, Volume 7, Issue 4, October 2021, Pages 257–272.

[4] University of Zurich. (2023). Age Diversity Practices in Companies in Switzerland.

[5] National Bureau of Economic Research. (2016). Training and Retention of Older Workers in Germany.

[6] Centre for Ageing Better. (2022). Age-friendly employers: Influencing decision-makers.

[7] The National Institute for Occupational Safety and Health (NIOSH) (2023). Productive Aging and Work.

[8] Purdue University. (2021). Leveraging age diversity for organizational performance: An intellectual capital perspective.

Skilled workforce shortage in nursing and healthcare

Posted on November 29, 2023 - 11:35 am by Michael Sprenger

The world is undergoing a substantial demographic transformation, with an increasing prevalence of ageing populations in the majority of developed countries. This demographic shift poses a serious threat to the labour market as we know it, with the nursing and care industry facing the most significant challenge, a lack of qualified workers.

Despite variations in the healthcare systems of selected countries such as Sweden, Switzerland, Germany, the UK, and the US, they all share a common overarching challenge: a shortage of human resources in the healthcare sector. It is imperative to comprehend the root causes of this shortage to formulate targeted and effective solutions tailored to the needs of different age groups.

While each of the selected countries: Sweden, Switzerland, Germany, the UK and the US all have distinct care systems, the overarching challenge remains the same, the lack of human resources in the sector. Understanding the root cause of this shortage is crucial for devising effective, age-specific solutions to address the shortage of nursing and care workers.

In this article we delve into the reasons behind the shortage, drawing on data and research from reputable sources and exploring the current situation in the aforementioned countries.

The proportion of people aged 60 years and older expected to nearly double by 2050

The Population is Ageing

The global population is ageing rapidly, with the proportion of people aged 60 years and older expected to nearly double by 2050, according to the World Health Organisation (WHO) [1]. This demographic shift poses a serious challenge to the healthcare systems worldwide, as we see:

A growing percentage of older populations inherently leading to increased demands for nursing and care services and,
A high average age of the current workforce.

The simultaneous occurrence of these two factors compounds the challenges in an unparalleled manner.

The Shortage of Nursing and Care Workers

The shortage of qualified nursing and care professionals is as aforementioned a multifaceted issue supported by various studies:

Increased Demand

As the growing percentage of older populations inherently leads to increased demand for nursing and care services, ageing populations also face more complex health issues, requiring a higher level of care and medical attention [2]. The increased demand and complexity places strain on the care systems.

Retirement Wave

A high average age of the current workforce and the retirement of older workers, is significantly contributing to additional shortage [3]. In addition, due to physically demanding work, the sector is experiencing above average early retirements due to ill health.

Insufficient Training and Education

The lengthy and demanding education required for nursing professions contributes to the slow replenishment of the workforce. Inadequate investment in training programs further exacerbates the shortage [4].

Insufficient Investments in Health and Well-being Initiatives

The workforce is witnessing a retention crisis as qualified individuals exit the industry, underscoring the critical need for comprehensive health and well-being programs. Numerous studies and reports emphasize the detrimental impact of neglecting the physical and mental well-being of care professionals, contributing to a reduction in the overall longevity of the workforce and consequently additional shortage..

A Closer Look at Selected Countries

Sweden

Sweden is facing a growing shortage of healthcare workers, with an ageing population and increased demand for long-term care services. The Swedish Association of Local Authorities and Regions reports a considerable gap between the need for care workers and the available workforce [5].

Switzerland

Switzerland is grappling with a shortage of nursing professionals, especially in elderly care. The Swiss Federal Statistical Office notes that the demand for healthcare services is outstripping the supply of qualified workers [6].

Germany

Germany is experiencing a shortage of nursing staff, with an ageing population and a surge in chronic diseases. The German Nurses Association reports a significant shortfall in the number of qualified nurses [7].

United Kingdom

The UK is facing a critical shortage of care professionals, exacerbated by the impact of Brexit on the recruitment of healthcare workers from the European Union. The National Health Service (NHS) is actively seeking solutions to address the staffing crisis and maintain the quality of care [8].

United States

In the US, the shortage of nursing and care workers is a longstanding issue, further intensified by the COVID-19 pandemic. The American Association of Colleges of Nursing highlights the need for increased investment in nursing education and workforce development to meet the rising demand [9].

Solutions and Future Outlook

Addressing the shortage of nursing and care workers requires a multi-faceted approach, as suggested by various studies:

Investment in Education

Governments and healthcare institutions should prioritise substantial investments in expanding nursing education programs to produce a more significant number of qualified professionals [10].

Nevertheless, it is crucial to acknowledge that the lengthy process of the educational system may not yield immediate, short-term results.

Retention Investments

To bolster the retention of the nursing workforce, it is imperative to offer competitive salaries, attractive benefits as well as robust professional development opportunities [11]. Moreover, recognising the high average age of the workforce, strategic investments should be directed towards the older workforce to ensure the preservation of skills, knowledge, and experience for an extended period of time.

Technology Investments

Utilising technology can significantly alleviate the burden on healthcare workers and enhance the efficiency of care delivery [12]. However, it’s crucial to view technology not only as a mechanism for relieving burdens and improving efficiency, but also as a potential enabler for promoting health, activity, and connectivity of seniors. Technology has the capacity to facilitate preventive measures, contributing to a healthier and more active ageing population, ultimately reducing the demand for extensive care.

In conclusion, the shortage of nursing and care workers is a global challenge supported by robust data and research. Addressing this issue requires strategic planning, investment and cooperation to ensure a sustainable and high-quality care workforce for the future [13].

References:

[1] World Health Organization. (2022). Ageing and health.

[2] Stone, R. I., & Wiener, J. M. (2001). Who Will Care for Us? Addressing the Long-Term Care Workforce Crisis. The Urban Institute.

[3] Denton, F. T., Spencer, B. G., & Wallace, N. (2018). Caring for the elderly: the role of long-term care. Oxford Research Encyclopedia of Economics and Finance.

[4] American Association of Colleges of Nursing. (2022). Nursing Shortage.

[5] Swedish Association of Local Authorities and Regions. (2022). Workforce shortage in the health and social care sector.

[6] Swiss Federal Statistical Office. (2022). Health.

[7] German Nurses Association. (2022). Current Figures on the Nursing Shortage.

[8] NHS England. (2022). NHS staff shortage: how many people work for the NHS?

[9] American Association of Colleges of Nursing. (2022). Nursing Shortage.

[10] Spetz, J. (2013). Creating a Sustainable Nursing Workforce: A Critical Analysis of Health Policy Initiatives. Nursing Research and Practice, 2013.

[11] Dall, T. M., et al. (2019). An Aging Population and Growing Disease Burden Will Require a Large and Specialized Health Care Workforce by 2025. Health Affairs, 38(9), 1673–1679.

[12] World Health Organization. (2020). Digital Health.

[13] World Health Organization. (2022). Global strategy on human resources for health: workforce 2030.

Age-friendly Cities: The Business Case for Serving an Ageing Population

Posted on June 27, 2023 - 9:44 am by Junoverse

As the global population rapidly ages, the concept of age-friendly cities is gaining prominence. These cities aim to enhance the quality of life for older adults, irrespective of their physical or cognitive abilities.

Age-friendly environments foster healthy and active ageing by building and maintaining intrinsic capacity across the life course and enabling greater functional ability in someone with a given level of capacity [1].

Discover how age-friendly cities bring forth economic and social benefits in an era where meeting the needs of older generations is paramount.

Benefits of Age-friendly Cities

Economic Benefits

One of the primary benefits of creating age-friendly cities is the stimulation of local economies. Older generations often possess greater economic clout compared to younger ones. For instance, people over 50 are responsible for a significant portion of economic activity, spending on consumer goods and services like local stores and restaurants. This demographic, as reported by Oxford Economics, comprises over 106 million individuals in the U.S. alone, contributing approximately $4.6 trillion in economic activity [2].

Over 106 million individuals in the U.S. alone, contributing approximately $4.6 trillion in economic activity.

Age-friendly cities can offer a multitude of advantages, including the potential for increased tax revenue. By investing in infrastructure and services that cater to the needs of older adults, cities can attract businesses that specialise in serving this demographic.

These businesses may include developers of senior housing, providers of home modification services, and companies offering ageing-in-place solutions. As a wealthy generation ages, the purchasing power of older adults remains strong, solidifying their position as an influential consumer segment.

Establishing age-friendly cities offers a chance for urban areas to capitalise on this market, bolstering their economy while simultaneously fostering the well-being of their older inhabitants. This approach recognises that older adults don’t necessarily gain more means as they age, but rather, it is the ageing of an already affluent generation that maintains their financial significance.

Age-friendly cities can potentially reduce healthcare costs by providing affordable and easily accessible healthcare services, with an emphasis on preventive care. This approach can lead to a decrease in chronic health conditions, not only alleviating the strain on the strain on the healthcare system but also generating additional tax revenue for local governments.

Cities that offer a high quality of life in retirement can attract retirees who have significant purchasing power, creating new economic opportunities for local businesses. Moreover, an age-friendly city can attract and retain a highly skilled workforce. As the baby boomer generation retires, there is an increasing need for skilled workers in fields such as health care, education, and finance. By supporting senior people to continue working and contributing to the economy, age-friendly cities can address this need for skilled workers.

Improved Health and Wellness

Age-friendly cities directly contribute to the physical and mental health of their residents. By implementing infrastructure that encourages physical activity, like walking and biking paths, these cities optimise happiness and independence for older adults. This approach not only combats social isolation but also uplifts the spirits and energy levels of individuals, as highlighted in “The Longevity Project” by Friedman and Martin [2].

Intergenerational Engagement

Age-friendly communities offer essential social benefits, including the promotion of social connections and the reduction of social isolation among older adults. By creating a welcoming and inclusive community for people of all ages, age-friendly cities help mitigate the risk of social isolation and loneliness.

Moreover, these cities foster intergenerational connections and learning through accessible public spaces and programs. These opportunities for older adults to mentor younger generations and vice versa promote social cohesion, community building, and personal growth for all community members.

Creating environments that facilitate interaction among different generations fosters a sense of purpose and connection. According to a study by the Stanford Center on Longevity, in collaboration with Encore.org and the David and Lucile Packard Foundation, such environments not only benefit older adults by providing them with a sense of fulfillment but also aid in the development of interpersonal skills and meaningful relationships across all ages [2].

Ageing in Place

As defined by the World Health Organization (WHO), ageing in place allows older adults to live safely, independently, and comfortably in their own homes and communities, irrespective of age, income, or ability level. This concept is central to age-friendly cities, ensuring that the elderly can continue to be active and participatory members of their communities [3].

Furthermore, creating a community that caters to a diverse range of senior needs can encourage older adults to remain in the area longer, resulting in increased tax income, consumption, and local commerce. As such, developing an age-friendly city becomes a cost-effective strategy benefiting both older adults and the broader community. It is essential to recognise that attaining an age-friendly city may necessitate multiple rounds of planning and implementation to ensure that older adults’ needs are comprehensively addressed, with prevention being a critical component.

Accessible Housing and Public Spaces

To support ageing in place, modifications in housing and public spaces are necessary. This includes widening doorways for mobility devices, installing curbless walk-in showers, and ensuring sidewalks are wide, slip-resistant, and free of obstacles. Additionally, public areas need accessible benches, seating, and restrooms to accommodate seniors or those temporarily injured or ill [3].

Health and Recreational Facilities

Access to health and recreational facilities is vital for older adults to maintain physical health and social connections. New York City, a member of The WHO Global Network for Age-Friendly Cities and Communities, exemplifies this by incorporating senior hours in city pools. Such facilities should be within walking distance of senior residences and offer integrated activities that include all age groups [3].

Junoverse’s Role in Age-friendly Communities

Junoverse plays a pivotal role in supporting age-friendly communities by enhancing the health, happiness, and engagement of the ageing population. With our customisable ecosystem of solutions designed to enhance age-friendliness, Junoverse assists companies and governments in creating a society that is healthy, engaged, and productive. Discover how CONNECT™ can help your area become age-friendly the fastest way possible.

Scalability, interoperability, and multi-stakeholder engagement are critical elements that drive the success of these efforts. By investing in the well-being of older adults, Junoverse promotes age-friendly cities, demonstrating its commitment to corporate social responsibility, diversity, and inclusion.

For more insights, watch the video below, powered by WHO, explaining how age-friendly cities benefit everyone or explore their interactive map and learn which cities and communities already participate in the WHO Initiative.

References

[1] World Health Organization. (2023). Age-friendly in practice.

[2] Emerald X. (2019). 3 Benefits Of Creating Age-Friendly Cities.

[3] Rick Hansen Foundation (2019). Age-friendly cities and aging in place.