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With this white paper the Adecco Institute gives a new impetus to the implementation of lifelong learning beyond the Lisbon targets, which were set for 2010. In cooperation with the Jacobs Center on Lifelong Learning and Institutional Development, a multidisciplinary perspective on lifelong learning has been chosen to stimulate the debate on how to bring new dynamics into the European training landscape. For this purpose results from cognitive sciences and social sciences were put together to yield a fresh perspective on the “evergreen”-topic of lifelong learning.
One of Europe’s core challenges in the 21st century is an improved integration of older employees into the labour market, just as much as taking care of its youth. This, however, can only work if substantial efforts are made to increase further training of older workers and those with low levels of skills in general. The ageing of the workforce and the predictable lack of skilled labour creates an increasing need for workplace training during the whole life course. This concerns employees just as much as companies, as only a small share of companies consider older employees as interested in training. Prevailing negative age stereotypes, which have little scientific substance, deter employees and companies from continued training investment. The white paper identifies five key areas for action:
1. Training should be mainly learner-led. This strengthens the motivation for learning efforts and becomes more important with increasing age. The direct involvement of employees in identifying skill needs is a key to fostering motivation.
2. Improving the learning climate in a company is not costly, but it shows significant positive effects on all persons involved.
3. A stimulating working and learning environment facilitates informal learning in a company. Silver workers rely in high numbers on this type of knowledge acquisition. Knowledge transfer from young to old employees as much as from old to young employees depends on the working environment.
4. Learning accounts are an excellent tool to encourage individuals, firms, whole sectors or countries to an investment in human capital. A European level solution similar to the Erasmus programme is conceivable.
5. Partnership approaches like public private partnerships have the potential to improve the link between companies in regional clusters or of large and small firms for training purposes – for the benefit of all actors and learners.
By successfully implementing lifelong learning practices, companies can gain a competitive advantage. To achieve this, cooperation must be deepened between multiple actors: between young and old, employees and companies, and institutionally among the regional, national and European level. We are going to move the boat forward only if all parties involved row in the same direction.
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