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The German population is among the oldest in the world.
GESTION DES RESSOURCES HUMAINES
In fact, out of With a birth rate of 1. Due to this low birth rate, by there will only be two employed people per retiree.
Faced with these statistics, the war for talent will go into an even tougher battle What solutions will companies adopt in view of this blight scenario? Since the s, companies have been using an age pyramid in order to prepare for the evolution of staff ageing.
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It is a system to support the social orientation of the organization with the objective of contributing to the management of human resources in both performance and costs. Two major strategies emerge from these studies: German companies court experienced talents and encourage them to work longer. Keeping staff longer in a job means adapting their duties and the infrastructure: Beyond ergonomic work stations, training will play an essential role in keeping older people in work; it will combat skills becoming obsolete.
Furthermore, some German companies are experimenting with new forms of contract in order to push back the age of retirement. While the number of workers retiring is accelerating, the quantity of German workers entering the job market is reducing each year and the number of young, unskilled jobseekers is increasing.
So the hunt for talent will go abroad. Without sufficient young graduates, Germany will open its borders and try to attract highly talented foreigners from other EU countries and from overseas.
In order to facilitate immigration, foreign educational qualifications have been recognised by law since Students from outside Europe are able to validate their skills and knowledge through a simplified procedure. The same year, Germany opened its job market to European countries, excluding Bulgaria and Rumania.
Re-examining the mobility of young graduates and redefining the principle of borders is a starting point in the fight against the shortage of skilled labour.
Having a workforce that is more experienced than that of other countries can be an asset if the German economy is playing its cards right. More experienced talent is costlier than young talent but also brings more expertise into martry organization. Having two or more generations meet inside a business should ignite more sparks of innovation and invention than a company dominated by martorh single generation.
This is especially true for white collar jobs where experience matters, in contrast to mainly cheap labor in countries like China, where manufacturing is strong and experience is not an asset when working in a production site. Countries such bernnard Japan face a similar situation and can only make up for what they are lacking if they focus on knowledge-based growth.
Vingt ans de contrôle de gestion sociale
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