Age research: Learning capability does not decrease with age but by
lack of practice>
Age research: Learning capability does not decrease with age but by lack of practice
(Thomson Reuters ONE) - Decreasing "fluid" intelligence can be substituted by increased"crystallised" intelligence - age stereotypes biggest obstacle forlifelong learningLondon - June 30, 2009. In the next 20 years the EU workingpopulation will decrease by 9%. Companies across Europe willincreasingly lack skilled labour. Increasing employment rates ofolder workers becomes imperative to offset the effects of an ageingand shrinking workforce; yet in the EU, only 45% of people in the55-64 age group are still working. Integrating more older people intothe workforce is hindered by age stereotypes and a lack ofappropriate lifelong learning that keeps older employees motivated,fit and productive. Research by the Jacobs University and the AdeccoInstitute shows that companies invest less in training olderemployees although their willingness and capacity to improve theirskills is not lower than that of younger age groups.Within the EU on average 25% of employees aged 55-64 participate infurther training, while it is 34% across the entire workingpopulation. But surveys show that 50% of older employees wouldparticipate in further training to improve job abilities and careerprospects if they had the opportunity to do so, the same percentageas in the younger age groups.One of the main reasons why companies invest less into the continuededucation of older employees is the belief that most cognitiveabilities show linear decline with age. Older employees are perceivedto learn slowly, be inflexible, possess insufficient computer skills,or show poor training performance.Survey data shows that employers expect higher flexibility (19%),learning ability (31%) and creativity (18%) from younger workers,while assuming higher working morale (30%), quality consciousness(26%), and loyalty (17%) for older employees.Studies by the Jacobs University show that the biggest deficiency ofolder employees is that they have "unlearned" to learn. Individualscan lose their learning abilities and knowledge over time, and theyoften develop a growing fear of learning and feel less confident intheir own training competencies.Without training, older employees are affected by a reduced speed ofinformation reception, a reduced ability to react, reduced mobilityand a decreased capacity to perform under time pressure - all skillsthat require so-called fluid intelligence. But, as fluid intelligencedecreases over time, older people generally develop a higher degreeof crystallised intelligence, enabling them to make better use ofwork experience, wisdom, discernment and to develop a superiorcapability for integrative thinking.Research results show that learning capability does not necessarilydecrease with age, but mainly by lack of practice. As long as thebrain is trained continuously, learning is possible throughout one'sentire life."One of Europe's core challenges of the 21st century is to react todemographic ageing by better integrating its older employees into thelabour market, just as much as taking care of its youth. Aprecondition to assuring the integration of older employees is toretain and develop their employability by acquiring up-to-date skillsthroughout the whole working life. This concerns employees as much ascompanies as only a small share of firms considers older employeesinteresting in and apt for training. Prevailing negative agestereotypes, which have little scientific substance, deter employeesand companies from investments into continued learning and fromdeveloping training methods custom-made for the specific needs andcapabilities of each age group", said Wolfgang Clement, Chairman ofthe Adecco Institute and former German Minister of Economics andLabour.Since to a large extent the decline of older employees' learningcapability is the result of dwindling motivation rather than ofdecreasing cognitive powers, a positive overall perception oftraining and the supervision of training success are of specificimportance for older employees. Companies can benefit from motivatedand fit age-diverse personnel if they follow the some crucialguidelines: 1. Companies have to create a culture and working environment where continuous learning is considered a natural part of the working life, where the company is not only supporting the ongoing improvement of skills, but is also expecting it as part of the worker's duty. Training should always complement existing skills and should be relevant to the employee's real-life working situations. 2. Companies need to adapt their training provisions to the needs of their workforce which includes meeting age-specific needs. Employees not trained in learning, often true specifically for older employees, typically ask for more time and more flexible training. Their training speed varies greatly from frequent learners. Classical classroom situation should be avoided when older employees are involved. 3. It is important to combine competencies of older employees with the specific capabilities of their younger colleagues through age-diverse learning groups. 4. Employees need individual goals and realistic targets that encourage them in their personal development. Lifelong learning measures will fail if employees feel threatened, fearing that revealed weaknesses might jeopardize their jobs. 5. There should be a continuous, honest and reciprocal feedback between employer and employee about the success of the training. Especially for older workers success can not always be measured by the results of a test; increased self-esteem can also be a valuable result that is beneficial to the company since it is a main driver of motivation, which in return increases productivity and reduces sick leave.The complete white paper on lifelong learning by the JacobsUniversity and the Adecco Institute is available onwww.adeccoinstitute.com.About the Adecco InstituteThe Adecco Institute, founded in 2006 and based in London, is a thinktank on the future of work; it is committed to facilitatingdiscussions on the topic of work. Through primary and secondaryresearch as well as white papers and forums for discussion, theAdecco Institute provides forward-looking approaches to helpcompanies and economies raise employability, productivity andemployee satisfaction at work.Media Contact:Shepard Fox CommunicationsAxel SchafmeisterTel. +41 44 252 0708axel.schafmeister(at)shepard-fox.comhttp://hugin.info/138552/R/1325559/311799.pdfThis announcement was originally distributed by Hugin. The issuer is solely responsible for the content of this announcement.
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Datum: 30.06.2009 - 04:01 Uhr
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