Best Agers Coaching and Student Visa in Poland

Transcription

1 UNCOVERING THE ECONOMIC POTENTIALS OF OLDER PEOPLE: Pilot activities of the Best Agers project in the Baltic Sea Region

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3 TABLE OF CONTENTS COACHING AND EXPERTS FOR BUSINESS 5 DEVELOPMENT OF MENTOR TRAINING PROGRAMMES 6 ESTABLISHING BEST AGERS COACHING/EXPERT SERVICES 8 USING BEST AGERS TO ASSIST IN CASES OF BUSINESS SUCCESSION 9 STUDY CREATIVE AGE MANAGEMENT STRATEGIES FOR SMEs IN THE BALTIC SEA REGION 11 TUTORS FOR START-UPS, STUDENTS AND PUPILS 12 INVOLVEMENT OF BEST AGERS 13 FACILITATING EXCHANGE 15 EDUCATION FOR EXCELLENCE 16 SENIOR EXPERTS NETWORK 17 EXPLORING AND EVALUATING THE POTENTIAL USE OF BEST AGERS 18 Q-CAMP 2010 BALTIC FORUM FOR YOUTH ENTREPRENEURSHIP 19 RAISING MOTIVATION, IMPROVING SKILLS AND USING INTERGENERATIONAL TRANSFER OF KNOWLEDGE 20 TOOLBOX FOR ORGANISATIONS 21 TOOLBOX FOR INDIVIDUALS 22 TOOLBOX FOR ACTIVATION OF CITIZEN ENGAGEMENT 24 DEVELOPING CURRICULA FOR TRAINING BEST AGERS 25 BEST AGERS GENERATING IDEAS 26 DEVELOPMENT OF INVENTORS NETWORK 27 SUPPORTING ENTREPRENEURSHIP DEVELOPMENT IN THE REGIONS 29 This publication has been produced with the assistance of the European Union. The content of this publication is the sole responsibility of the project partners and can in no way be taken to reflect the views of the European Union.

4 4 Not very long ago it was common practice to dismiss anyone who had reached a certain age limit as expendable. Going into retirement or early retirement meant leaving economic life for good. Retirees were expected to spend their time with family, leisure activities and perhaps travelling. And in business life, it seemed so easy to replace them with younger, motivated, and creative minds. But times are changing. In some parts of the Baltic Sea Region, 2012 marks a watershed year. For the first time there are more older people leaving the labour market than young ones entering it and all statistics and projections show this trend continuing. With the exception of metropolitan areas, all regions around the Baltic Sea will thus have to find ways to find creative minds and active contributors not only in schools and university, but also elsewhere. Fortunately, older people are becoming more willing and able to stay active than ever before. Many not all, of course feel that their best years are far from being over. Not only is our life expectancy increasing, but also our healthy life span is growing- even someone who works until 65 might still have fifteen productive years ahead. And consider the rich life and work experience that such a person can bring to the table! A Best Ager in the understanding of our project is, therefore, any woman or man older than 55 who is still active or willing to remain active. The potential of these Best Agers is available almost anywhere even in the more rural and deprived parts of the Baltic Sea Region. There are many ways to make use of it, whether for the benefit of the regional economy, for the social community, or, especially, for the individual Best Agers themselves. The partners of the Best Agers project have tested and evaluated some of these approaches; each in their own region with their specific circumstances. These pilot initiatives are presented here as stimuli. It might not be possible, or even advisable, to copy them. Each region, and in many cases each person needs an individualised approach. This is demonstrated not only in this booklet, but also in the documentary film about four Best Agers from four countries which was been produced in the project. I wish you pleasure reading the booklet and watching the film, and I hope that what we have created will inspire you! Hartwig Wagemester Wirtschaftsakademie Schleswig-Holstein / Academy of Economics Schleswig-Holstein Lead Partner

5 COACHING AND EXPERTS FOR BUSINESS 5 COACHING AND EXPERTS FOR BUSINESS Through their extensive working experience, many Best Agers have acquired and retain a substantial skill-set within their field of work and expertise. When a high-skill Best Ager retires there is a risk of loss of knowledge within companies and in society from a broader perspective. Within the Best Agers project, studies and research was carried out to identify on-going Best Ager activities, target groups and strategies for SMEs to use in coping with demographic changes. The study for Best Agers coaching initiatives in Poland by Dr. Anita Richert-Kazmierska from Gdansk University of Technology concludes that elderly people are a group whose activity in the labour market can be acquired relatively easily and quickly, because they are people who already have knowledge, experience and qualifications. The study also concludes that companies in Poland (where the research was done) need training, consulting and coaching services, but that the potential of Best Agers is grossly underused in education and consultancy. Another report by Dr. Richert-Kazmierska, Identifying target groups for Best Agers coaching initiatives in the partner countries, demonstrates the differences between partner countries in perception, knowledge and development of coaching and other forms of support for professional development. The perceptions of (being) elderly on the labour market also varies. The variations do not change the fact that the knowledge and experience of the elderly is not sufficiently used. The report concludes that mentoring, coaching, carrying out trainings, etc. are the most efficient ways for the elderly to transfer their rich knowledge. A survey of on-going Best Agers activities in Latvia, Lithuania and Poland was also carried out. The tradition of involving Best Agers in coaching and expert services is more developed in countries like Germany and Denmark than in the new member states. Therefore, the aim of the study was to identify the scope and nature of this tradition in Poland, Latvia and Lithuania and find the main actors involved in such initiatives. The survey showed that although the tradition of Best Agers providing consultations to SMEs is not yet well developed, in Latvia, Lithuania and Poland there are Best Agers with good technical and other professional knowledge, and certainly in the next decade there will be Best Agers with valuable business experience. The survey concludes that because of this, initiatives to join Best Ager professional knowledge with demand from SMEs should be started now. Research has shown that people aged 55 and over currently represent almost 30% of the EU population, and that by 2050 they will exceed 50%. Although the entire Baltic Sea Region is affected by the changes, there are significant differences in both effect and attitudes towards ageing. The study Creative Age Management in SMEs in the Baltic Sea Region by Alexander Frevel and Carola Newiger-Bogumil points to the fact that it is urgent to compile successful strategies of age management and share examples of how intermediate institutions can support employers and employees. But, one important question should not be forgotten: Are employees able, willing and allowed to work until retirement age (or longer)? And, further, how can we support them? The report recommends a holistic approach that is an ensemble of policies and measures with an effect on all levels of actors (individual, companies, society), in every field of action and in the most effective and efficient way. Three pilot initiatives were carried out to explore and develop methods to preserve the expertise of the Best Agers. The pilot initiatives were founded on the idea of using Best Agers as mentors and coaches and were carried out within three fields Development of mentor training programmes, Establishing Best Ager coaching/expert service and Using Best Agers to assist in business succession. On the following pages, we invite you to explore the outcomes of these pilot initiatives, studies carried out along with recommendations, and contact details for those interested in taking further steps in the field of age management and use of Best Agers as mentors and coaches.

6 6 COACHING AND EXPERTS FOR BUSINESS DEVELOPMENT OF MENTOR TRAINING PROGRAMMES Involved partners: Green Network, Vejle, Denmark Der PARITATISCHE Welfare Association Schleswig- Holstein, Kiel, Germany The key objective of this pilot initiative was to develop mentor training programmes with the aim of keeping Best Agers in the work force by offering them paid assignments as mentors in companies and on a voluntary basis in the social sector. Mentor programmes were designed and tested in Denmark and Germany. The contents and methods of the programmes have been communicated and exchanged with other countries in the Baltic Sea Region. In Denmark the primary target group was experienced company employees who wanted to make a difference to include people in the labour market. In Germany the primary target group was men and women of advanced age with substantial experience, who have mostly left working life and are looking for a personal commitment in the volunteer sector. For the company mentors, different structures and programme duration were tested, resulting in 2 recommended models: one model consisting of a 3-day basic mentor courses with additional continuation courses in specialized fields like mentally vulnerable mentees, youth, etc. The other model has the same basic and continuation courses but also incorporates modules on the level of an academic professional programme. The German project partner DER PARITATISCHE Schleswig-Holstein has developed an approach called Citizen Coaches. The core idea was to establish a new kind of enabling infrastructure to support all who are committed to voluntary work or are interested to do so. This is irrespective of whether she acts as a private person or as a member of an organization. The tasks of this new infrastructure are further education and training, consulting, organizational and project support, networking, suggestions for self-organization, and starting new projects. The cornerstones of such a new infrastructure include a set of appropriate methods as part of the Best Agers Activation Toolbox and have been developed and tested. In Denmark, our project partner Green Network cooperated closely with local Job centres and educational institutions in developing mentor programmes and in recruiting mentors for the programmes. Input was also provided by other Danish job centres interested in the mentor approach. A model combining social and company mentors was also tested.

7 COACHING AND EXPERTS FOR BUSINESS 7 Challenges In Denmark we learned that investing the required time in the mentor programme can be a challenge for both companies and potential mentors. By testing different lengths for the programmes we learned that there is a fine balance between giving mentors sufficient training and not taking up too much of their time. Though mentors are most often experienced employees it has not been possible to recruit exclusively Best Agers for the mentor training programmes. The German experience working with citizen coaches shows that the existing infrastructure for promoting voluntary work has the somewhat limited aim of motivating individuals and helping them find an appropriate activity to engage in. But voluntary work is changing; passive clients become active citizens who want to have a determining influence on what they do. A corresponding infrastructure for supporting citizens exists only in a rudimentary form and it clearly lacks tools to support existing traditional or professional organizations adapt to new challenges. Lessons learned and recommendations In Denmark the Green Network concluded that it is important to have training programmes that balance completeness of training with not having mentors take too much time away from work. The Green Network concluded the pilots with a model of 3 days of basic mentor training with an option of joining 1-day followup courses on a range subjects like fragile people, minorities etc. In addition they created a model for integrating the mentor programme into the ordinary educational system. The assistance and support of job centres has been important in the development of and recruitment for the programmes. Professional educators have been key partners in developing programme contents. German colleagues working with citizen coaches concluded that Participant driven empowerment and support on demand are the most important success-factors and the pillars of an effective enabling infrastructure. It is crucial to respect the 55+ s that voluntarily and willingly contribute their experience and competences to help others or to solve challenges! Therefore they have to be free to decide on their needs and whether they need or want any specific kind of support. Being a mentor gives me personal satisfaction and enriches my life. I take part in social responsibility. Participant of the mentor training, Denmark Denmark Company Mentors: Birgit Christiansen, Green Network, bic@greennetwork.dk Germany Citizen Coaches: Antje Oltrogge, DER PARITATISCHE Schleswig-Holstein, oltrogge@paritaet-sh.org

8 8 COACHING AND EXPERTS FOR BUSINESS ESTABLISHING BEST AGERS COACHING/EXPERT SERVICES Involved partners: Institute for European Initiatives, Gdynia, Poland Gdansk University of Technology, Poland West Pomeranian Business School, Poland The main aim of this activity was to establish a network of organizations engaged in mentoring. This activity is important for many reasons: our society is aging and therefore the number of older workers in organizations is increasing. Their experience and professional knowledge carries a huge potential for society to leverage. Older workers can be excellent teachers for young people starting a career. This issue is relatively new in Poland. However, it is necessary to draw attention both to the problem of our aging population and the need to draw on the potential of older workers. The creation of mentioned strong network can help transfer of knowledge and experience of older workers within single organisations and between different organisations. Workshops were organized within the pilot initiative, and were designed to raise awareness of the role of older workers in organisations and provide a foundation from which to establish a network of mentors. Within the pilot activity, an international workshop/ small conference Best Agers potential mentoring and coaching in business was organized in Gdansk in October 2011 and a workshop called Communication and knowledge transfer was held in March In addition to that, seminars for students at Gdansk University of Technology with the main theme Mentoring in entrepreneurship processes were organised and a network of organisations interested in mentoring was created. Finally, a conference about Mentoring as a tool for persons aged 55+ activation was held. Challenges Because the idea of mentoring is still little known in Poland, we had some problems finding mentors in organisations from their region. Surprisingly, we found many young workers interested in the topic of mentoring. One of the biggest challenges is adapting the knowledge from other countries in mentoring and coaching in business and understanding how to implement (in Polish markets) the solutions other countries have found to be effective. The target groups for the actions were older workers (50+) from many kinds of organizations (SME, NGOs, public bodies etc.). We saw them as people potentially interested in the idea of mentoring and involved in using the knowledge and experience of people aged 50+ and more in business. The pilot initiative involved three Polish project partners: The Institute for European Initiatives, Gdansk University of Technology and West Pomeranian Business School. Representatives of a number of institutions, and experts in the field of age management and mentoring added valuable insight as external experts. Lessons learned and recommendations The issue of mentoring in organizations is still little known and practiced in Poland, and that is why similar activities are needed. Institute for European Initiatives: info@europeprojects.eu

9 COACHING AND EXPERTS FOR BUSINESS 9 USING BEST AGERS TO ASSIST IN BUSINESS SUCCESSION Involved partners: University of East Anglia, Norwich Business School, UK Wirtschaftsakademie Schleswig-Holstein, Kiel, Germany The key objective of the pilot was to investigate the role that Best-Agers could play in mentoring family business, especially considering the role they could play in succession planning and growth. Successful family business succession rates are very low in the UK, and, indeed, worldwide. Barclays has reported that only about a third of family businesses make it to the second generation, and then only one-tenth make it into the third generation. The main target group was family businesses in and around Norfolk (within the geographical reach of our Best Agers) and Best Agers from Norfolk Knowledge. Norfolk Knowledge is a social enterprise attached to the Norwich Business School of the University of East Anglia and it consists of retired or semiretired professionals volunteering their skills and knowledge towards helping new businesses and young entrepreneurs succeed. We also targeted established co-preneur businesses to identify plans they had to prepare for exit possibly succession to a family member. We also included farming businesses because, with the diversification agenda, many rural businesses are started by farming families. Finally, we involved professional service providers, so we could capture their opinions and views, gain access to family businesses that are getting external support and to disseminate the research findings to professionals working in those fields and Best Agers wishing to engage with this activity. of the activity included several phases qualitative and quantitative research, and dissemination and intervention. The research began at the Royal Norfolk Show in June 2011 where over 100 family businesses were approached. All the contacts from the Norfolk Show were uploaded onto a family business database, as well as collating all the responses from the first scoping questions. A review of literature pertaining to family businesses was then conducted. Family businesses, which we spoke to, were contacted and where possible we interviewed two different generations of the family and a non family member employee/manager. 25 in-depth interviews were undertaken. Drawing on the findings from these qualitative interviews we put together eight separate surveys aimed at different people within the family business in order to gain a more comprehensive and layered picture of family businesses. The eight types of family business surveys were: Founder of the business /not yet considered succession Founder of the business /next generation of family members working with you Founder of the business /no intention/ opportunity for family succession Successor or likely successor into the business Successor /no plans for succession Successor now considering/ bringing in successors Family member working in the business but not a potential successor A non-family manager in the business

10 10 COACHING AND EXPERTS FOR BUSINESS To disseminate the learnings from the research, two newsletters were published, a one day conference was held on 23 May, 2012 for family businesses and Best Agers and Film clips were made of 4 Family Business members with focus on such issues as succession and succession planning, business management, positives of being a family business and the negatives of being a family business. Challenges Family businesses are notoriously difficult to penetrate as they tend to have closed management structure so researchers invested a lot of time going out to meet family businesses e.g. local shows, networking. Whilst a lot of momentum was gained during the course of the project activity has come to an end having got so far it needs a series of interventions made available over a longer period of time so the family businesses that participated in the research can benefit from it in the long-term. Lessons learned and recommendations There were many stories of how a family business has torn apart families identifying the need for an almost counselling role. Striking difference in the number of sons-in-law and number of daughters-in-law working in family businesses - we found only one daughter-in-law who had succeeded. Many family businesses don t invest in up-skilling staff, assuming that a family member will want to take over the business. This can be catastrophic if there isn t a willing family member businesses just wither and die. Preparation for both successors and incumbents is needed, and it needs to be over a long period of time as that transition occurs. There is a huge need for specific support for family businesses. Too often it is only general business advice, training and support available and often this misses the point. Professor Nikolaos Tzokas, Norwich Business School, n.tzokas@uea.ac.uk

11 COACHING AND EXPERTS FOR BUSINESS 11 STUDY CREATIVE AGE MANAGEMENT STRATEGIES FOR SMEs IN THE BALTIC SEA REGION Responsible partner: Wirtschaftsakademie Schleswig-Holstein, Kiel, Germany The majority of Small and Medium-sized Enterprises (SME) in the Baltic Sea Region faces serious challenges as a consequence of demographic change. This change is most notable among ageing workforces, shortages of skilled young employees and the risk of knowledge loss due to a lack of transfer models. The study aimed on describing these challenges and identifying suitable strategies to empower SMEs to meet these challenges in a proactive way, i.e. to provide an age-sensitive and sustainable human resource policy and to implement ways of keeping relevant key knowledge within the company. The primary target groups of the study are SME and other enterprises, political decision-makers, representatives of regional administrations and business developers. The geographical focus of the study is the Baltic Sea Region defined by the partner countries involved in the Best Agers project: Denmark, Estonia, Germany, Latvia, Lithuania, Poland, Sweden and the United Kingdom, plus Finland and Norway. An in-depth statistical analysis including the most relevant socio-demographic and economic indicators and developments in the selected member states constitutes the basis of the analysis. This information was combined with online-research on related studies and research projects which were screened in a secondary data analysis. The compiled data was then rearranged in order to compile further information and to prepare questionnaires to query suitable experts, supported prominently by the Best Agers partnership. Questionnaires were sent to more than 300 experts and institutions. Due to rather limited return rates, onlineresearch and cooperation with similar projects and networks (i.e. Baltic Sea Labour Network) was intensified. After the finalisation of the study, the results were presented and discussed at a transnational Round Table in Brussels in October 2012 with experts (EU Commission, SME associations, researchers, NGO s) and regional stakeholders from several EU member states. Challenges Many practical examples of age management in enterprises have limited transferability. Moreover, they are often displayed in a manner resembling an advertisement rather than as a case study. Furthermore, very few of the available examples were specifically related to the target group of SMEs. Age management seems to still be a domain of larger companies. Lessons learned and recommendations To become effective, policies and actions in SMEs facing demographic challenges should be oriented towards the provision of an excellent (occupational) workforce. Employees should be supported so they are able, willing and allowed to work until retirement age (and beyond). This requires: integrated policies, clear responsibilities and concerted actions based on a social consensus among all relevant stakeholders; national and regional action programmes on workforce ageing and related adaptation strategies with a special focus on SMEs; a joint reform of pension systems and working conditions which emphasize the quality-of-life dimension of working life. Alexander Frevel, Frevel@arbeitundzukunft.de Carola Newiger-Bogumil, c.newiger@arcor.de

12 12 TUTORS TUTORS FOR START-UPS, STUDENTS AND PUPILS Best Agers can be mobilised to counteract the impacts of demographic change by supporting young entrepreneurs and start-up companies with their skills and knowledge. They can also tutor and support students and pupils in transition from leaving schools and universities to entering the labour market. Young people represent a group, which can profit greatly from older professionals knowledge: pupils, students and young entrepreneurs who are navigating through the ever complex world of education and career opportunities. Best Agers can be lighthouses for these youngsters, guiding them on their way to employment or their own business and helping them to avoid common mistakes and assessing their strengths and weaknesses properly. During project implementation three distinct directions were explored: Exploration of potential to employ the knowledge and skills of Best Agers in innovation related activities of the younger generation, Creation of favourable conditions to transfer the knowledge and skills of Best Agers to young entrepreneurs, students and pupils, Development and implementation of training programmes and organisation of workshops and raising of awareness of both Best Agers and young entrepreneurs in order to facilitate establishment of new businesses. Different methods were employed in the efforts of the partners from 7 countries: Germany, Latvia, Lithuania, Poland, Sweden, UK and Russia. These activities ranged from the classic form of consulting to internet-based tools such as webinars.

13 TUTORS 13 INVOLVEMENT OF BEST AGERS IN THE INNOVATION RELATED ACTIVITIES OF YOUNGER GENERATION Responsible partners: KTU Regional Science Park, Kaunas, Lithuania St. Petersburg State University of Information Technologies, Mechanics and Optics (ITMO), Russia There is no doubt that young people, students and pupils are an important innovation source for the European economy. At the same time there are a few clear issues that prevent youth from becoming successful entrepreneurs. These barriers include limited access to capital and existing business networks, a lack of knowledge about marketing, branding and promoting their products and many other things which need time and practice to be acquired, such as problem solving skills, interpersonal skills, management skills, good ethics, financial literacy etc. One possible factors which may influence the creation of a positive environment around young entrepreneurs (students and pupils) is the engagement of Best Agers, professionals in their primes, in innovation related activities and using their professional competence, knowledge and experience in the field. But still there is, commonly, a lack of attention to the potential of Best Agers in European countries despite the national or regional variations. Their possible contribution to development of innovation related activities of young people are obviously not well enough investigated and are underestimated. the current situation of needs and interests of targets groups (young entrepreneurs, innovative companies, and Best Agers) was done. Project partners and external experts did research in 10 countries: Denmark, Estonia, Finland, Germany, Latvia, Lithuania, Poland, Russia, Sweden and UK. Information about the existing knowledge, competencies and skills of Best Agers that might be required by innovative companies was collected. This was supplemented by research into how and in what form the skill set of Best Agers could be leveraged in the innovation related activities of pupils and students and in creation and support of start-up companies. Half of the research was done by project partners and the other half by subcontracted experts in Finland, Norway and UK. It took more than half a year to set the concept and implement the research. The work included developing a questionnaire, interviewing Best Agers and youth tech leaders and compiling country reports and the overall activity report. In order to discover, define and formalize opportunities for involvement of Best Agers in innovation related activities, an extensive analysis of

14 14 TUTORS Challenges The main challenge while carrying out of the research was the fact that some of the national experts were not directly involved in young peoples innovative entrepreneurship sphere and they needed, at first, to find ways to establish contacts with the community, organizations and companies operating in the field so that they could invite the required respondents. It caused some delay and it took more time to carry out of the survey than was planned. Lessons learned and recommendations The variety of respondents participating in the research was quite big. The companies represented a range of business and industries and were defined as innovative by different criteria. This sometimes caused difficulties in generalizing the data. Also, for sampling reasons, the overall sample was not representative enough to give a view of the situation at national level in every country, but allowed making an overview of such rapidly developing fields as young innovative entrepreneurship and mapping the way forward to further investigation There is no doubt of the need and usefulness of the knowledge that older experienced people have gained during their professional lifetime and we as a young and starting company of engineers are always ready and open to benefit from the use of their knowledge and skills, Vaidas Talacka, CEO of Agito, Ltd. Tomas Cernevicius, KTU Regional Science Park, Lithuania, ctomas@ktc.lt, Yulia Victorova, St. Petersburg State University of Information Technologies, Mechanics and Optics, Russia, yulia.victorova@mail.ru

15 TUTORS 15 FACILITATING EXCHANGE Responsible partner: University of East Anglia, Norwich Business School, UK The aim of this activity was advancing cross-generational cohesion and cooperation by involving people of different age groups, i.e. Best Agers, young entrepreneurs, students and pupils in project activities and facilitating the use of Best Agers as tutors and personal advisors for young people. The purpose of the activity was facilitate exchange of young entrepreneurs, students, pupils and Best Agers in order to share good practices, increase accessibility and increase awareness of existing knowledge, experience and skills. Best Agers, young entrepreneurs and students. Siauliai CCIC hosted Latvian and German partners as participants in a Youth entrepreneurship competition. A student from Siauliai ready to start his own business participated in the conference Family business succession in Norwich, UK where he had met a number of Best Agers (UK and Germany) as well as meet students from the University of East Anglia attending the conference because of their interest in starting their own business. A Best Ager from Germany visited Norwich, UK and met with Best Agers, family business owners and students. WAK (Germany) prepared, organized and accomplished two study tours for young entrepreneurs and family business representatives from Latvia. The study tour with four company visits took place in May 2012 in south of Schleswig-Holstein and included 9 young entrepreneurs from Latvia. The second four company visits took place in June 2012 in south of Schleswig- Holstein and involved 9 representatives of family companies visiting family businesses. Representatives of GUT participated in the International Conference Increase in the elderly and intergenerational solidarity - an integrated approach, which took place in Warszawa. Participation allowed the establishment of contacts in developing and facilitating the transfer of knowledge and experience between older and young entrepreneurs. Challenges It is difficult to maintain rapport and feedback after the exchanges. As the exchanges reflect a single contact point, they are only the initial point of a possible relationship that may take more time to develop and flourish. Lessons learned and recommendations There is a need for a platform to allow the target groups to continue the dialogue. In the future a series of exchanges, developed and delivered to fewer committed target groups, may produce closer relationships and give rise to collaborative opportunities in terms of new business creations and mentoring platforms. The study tour was a great opportunity to learn from experienced German colleagues, meet other people working in the field of metal processing in Latvia and was a nice break from my everyday routine. Entrepreneur, 31, Latvia Professor Nikolaos Tzokas, Norwich Business School, n.tzokas@uea.ac.uk

16 16 TUTORS EDUCATION FOR EXCELLENCE Involved partners: Research Association Mecklenburg-Vorpommern (FMV), Rostock, Germany Gdansk University of Technology, Poland Stockholm School of Economics in Riga Experienced and well-educated Best Agers should be recruited to conduct webinar sessions and training sequences for promising young entrepreneurs, academics and professionals interested in business planning. The vast experience and knowledge obtained through years of hard work often simply goes missing when someone reaches retirement age. In order to address the increasing need for a specialized labour force and informed aging policies at both firm and political level the project aims at providing work and knowledge for those interested. Best Agers, with a strong record in economics or business development as well as management and who want to stay active. Graduate students, PhDs, young researchers and entrepreneurs can apply to participate in, for example, a webinar concerning business planning. Since 2011 four webinar sequences have been conducted successfully and about 220 participants received a certificate for successful completion. The webinar sequences usually had 5 sessions and an additional preparatory meeting. Depending on the costs, different platforms were selected and tested. From our perspective the cost-benefit-balance was best kept with Edudip. For marketing purposes, we mostly relied on Gdansk University of Technology, Stockholm School of Economics in Riga and Connect Latvia. All webinar lecturers were recruited based on their professional background and experience and fit the Best Agers characteristics. Challenges Often the level of interaction between the lecturer and the participants is highly valued, but is limited by the number of participants, the level of familiarity with the online environment and also self-confidence on the part of the lecturer. Lessons learned and recommendations Webinar sessions should last approx. 1 hour, including time for Q&A. A preliminary meeting with participants if they are not familiar with the platform/medium is strongly recommended. The number of participants defines the format of the pedagogical concept. For example, if more than 20 participants can be expected, it most effective to use some sort of lecture and allow for discussion time afterwards. The course leader needs to have a strong background, both theoretically and practically, in the topic. Also the lecture should show affinity for new media and web 2.0 technologies. If the lecturer doesn t have any experience at all, the organizing institution should provide such training. Participating in the webinar was a good chance for me to get to know a person with many years of business experience. Webinar participant Frank Buettner, Research Association Mecklenburg-Western-Pomerania, f.buettner@fmvev.net

17 TUTORS 17 SENIOR EXPERTS NETWORKS Involved partners: CONNECT Latvia Siauliai Chamber of Commerce, Industry and Crafts, Lithuania KTU Regional Science Park, Kaunas, Lithuania University of East Anglia, Norwich Business School, UK Within the Best Agers project, new Senior Experts Networks have been created in Riga, Latvia and Siauliai, Lithuania. Several existing networks were involved in transnational exchanges of experience during the lifetime of the Best Agers project - Kaunas in Lithuania, Hamburg and Rostock in Germany, Norwich in the United Kingdom, Vejle in Denmark. There are two main target groups: potential experts and users of expert advice. To become a Member of the Senior Expert Network, an individual has to be an experienced professional with appropriate education in any technical or commercial field. It is recommended for an expert to be at least 50 years old, however, in specific situations they might be younger. The main target audience that can apply for a consultation from a Senior Expert are inventors, start-ups, young or experienced entrepreneurs and organizations. They have to choose a specific field of consultation offered by a Senior Expert. To this moment, 25 Senior Experts have been invited and accepted into the Riga Network and 10 Senior Experts joined the Siauliai Network. They represent a wide variety of expertise fields - finance, marketing, business management and strategy, public relations, technical fields, production, agriculture, information technologies, etc. Lessons learned and recommendations Senior experts note have mentioned these as the key factors that motivate them to be part of the Network: opportunity to share experience and knowledge with other entrepreneurs, inventors and organizations; opportunity to be involved in active business life not as an employee, but rather as a mentor and advisor; new contacts with entrepreneurs, inventors and other senior experts; possibility to collaborate with experts from other countries of the Baltic Sea region. Elmars Baltins, CONNECT Latvia, elmars_b@connectlatvia.lv Karlis Litaunieks, consultation7@gmail.com Within the Best Agers project, new Senior Experts Networks have been created in Riga, Latvia and Siauliai, Lithuania. Several networks have been strengthened during the lifetime of the Best Agers project - Kaunas in Lithuania, Hamburg and Rostock in Germany, Norwich in the United Kingdom, Vejle in Denmark. The transfer of experience in running a network provided by Norwich Senior Experts Network to the newly established networks in Riga and Siauliai is especially noteworthy.

18 18 TUTORS OCCUPATIONAL ORIENTATION: EXPLORING AND EVALUATING THE POTENTIAL USE OF BEST AGERS Involved partners: University of East Anglia, Norwich Business School, UK Siauliai Chamber of Commerce, Industry and Crafts, Lithuania West Pomeranian Business School, Poland In this activity the potential for integration of Best Agers in vocational training and university education was explored and evaluated in order to support the occupational orientation of students. We addressed this problem: how can we form models of integration of older employees, professionals expertise and experience in the fields of business and skills development of young people? The research Enterprise development and support collected information about: Students motivation to have their own business, Entrepreneurship skills to start and develop their own business, Attitude towards senior adviser, experienced entrepreneur, Desirable Best Agers profile. Direct target group: students and pupils of universities, colleges and vocational training schools. In total 966 respondents from Lithuania, Poland and UK took part in the research. Indirect target group: local, regional and national authorities, other responsible institutions, social partners. Implementing the research was prepared in an on-line questionnaire in three different languages: English, Lithuanian and Polish. For the direct target group, an online survey was an attractive way to participate and in total 966 respondents from Lithuania, Poland and UK took part in the research. The data were collected and respondents answered questions regarding how many young people want to start a business, reasons for starting, the confidence they feel in their abilities, and the types of support they want. The most important question regarded the ideal profile of a Best Ager. A study reporting conclusions and recommendations has been prepared to support local, regional and national authorities in decision making processes. Challenges The different confidence levels that young people feel in their abilities (per country, per person) might require different ways and content of support Lessons learned and recommendations The results of the research show that more than 42% of young people want to start a company within the next 5 years. This target group requires help. The help young people want most from experienced business people is business advice, knowledge information, mentoring and coaching, practical help and help with networking. Young people want mentoring from someone who has long practical experience, respects them and who they can trust. Inga Medzidoviene, Siauliai Chamber of Commerce, Industry and Crafts, siauliai@chambers.lt

19 TUTORS 19 Q-CAMP 2010 BALTIC FORUM FOR YOUTH ENTREPRENEURSHIP Responsible partner: St. Petersburg State University of Information Technologies, Mechanics and Optics (ITMO), Russia Q-Camp Forum has stimulated international cooperation for creation and promotion of innovative high-tech projects by involving Best Agers in work with innovative youth teams. It aimed at developing new forms of interaction between experts from Baltic Sea countries with young people interested in innovation and technology entrepreneurship. Best Agers as tutors, jury and team members and students and young participants as technology entrepreneurs, business teams and project managers. The Baltic Forum of Youth Entrepreneurship Q-Camp 2010 was held in Saint-Petersburg in 6-9 October, universities and organizations from 6 Baltic Sea countries participated in the Forum. During the three day event experts and members of youth teams exchanged experiences, presented their projects, and discussed opportunities for collaboration. On the first day, the practical methods of cross-generational interaction were tested by using the approach of the business game Romashka (Chamomile). The students and youth project teams were able to present their projects to experts from Europe and Russia. The projects were very diverse in their fields of implementation from production of radio-controlled airship to new demolition technologies. Three round tables were organised on the first part of the second day of the Forum: Cross Generation Innovation Environment. Interaction of generations as a stimulus of innovation development, Youth Innovations: Infrastructure and State Support, Methodology of Interdisciplinary in Innovations. The second part of the day focused on working in micro groups, combining representatives of different ages and countries. The participants discussed how people of different ages cooperate, their expectations and experiences of such communication, etc. Challenges The key result of the Q-Camp 2010 Forum was formation of an international network of organizations, working in the field of innovative youth entrepreneurship development. The main challenge from this event and results is to maintain further contacts, support creation of new methods of inter-generational interaction which would allow further steps towards solutions of the social and economic problems caused by the demographic crisis in the Baltic Sea region. Lessons learned and recommendations Delivery of experience to the young people is not the only thing needed. The feeling of being in demand, which is very important to the older people is also a prerequisite. Both factors stimulate innovative development of societies and economies. Events of such type and scale could be used as independent tools for cross-generational cohesion, business idea evaluation contests or international networking. The event has made a positive effect not only in the context of emotions and feelings, but also in the context of usefulness. Networking, creating of new ideas, projects and partnership relations all these are only a small part of the result of the Forum Q-Camp. Anna Lekanova, student of Faculty of Entrepreneurship SPBSTU ITMO Tomas Cernevicius, KTU Regional Science Park, ctomas@ktc.lt, Philip Kazin, St. Petersburg State University of Information Technologies, Mechanics and Optics, pkazin@projects.niuitmo.ru.

20 20 RAISING MOTIVATION RAISING MOTIVATION, IMPROVING SKILLS AND USING INTERGENERATIONAL TRANSFER OF KNOWLEDGE As noted in the previous chapters of this booklet, Best Agers, thanks to their education and life and work experience, possesses valuable knowledge and skills that could and should be used in the labour market. However, for various reasons this potential is not always used and one reason is lack of activity from Best Agers themselves. There could be various reasons for this from feeling tired to thinking that it is probably too late to start something new at the age of 55. But in all cases, the right approach and methods can help people better understand and use their potential to both make their lives more interesting and contribute to the well-being of society. To address those issues, project partners analysed self-images and attitudes of Best Agers in different countries to identify methods to improve Best Agers motivation. In addition to that a study 55+ people and entrepreneurship was carried out in five project partner countries. Lessons from those studies were used to develop three toolboxes that addressed motivation issues from three different perspectives. The toolbox for individuals is aimed at increasing the entrepreneurial spirit of Best Agers and giving them the necessary tools to start their own companies. The toolbox for organisations includes methodologies that can be used by companies willing to involve Best Agers as volunteers in their work, while the toolbox for activation of citizen engagement includes methods to stimulate players in civil society to form networks, cooperate, carry out joint campaigns and projects thus improving the quality of life in the community. To help Best Agers to better use their potential during the project a curricula for Best Ager training was developed whose aim was to complement their existing skills with those needed to contribute to the intergenerational transfer and human capital. The curricula included modules for Best Ager mentors and coaches as well as entrepreneurship training courses. Finally, three pilot activities - Best Agers generating ideas, Senior Experts Network and Supporting entrepreneurship development in the regions carried out highlighting the existing potential of Best Agers and exploring ways of using it through intergenerational transfer of knowledge. We hope, that you will find our experiences useful and that our findings will encourage you to look for the hidden potential in Best Agers around you.

21 RAISING MOTIVATION 21 TOOLBOX FOR ORGANISATIONS TO ENLIST BEST AGERS AS VOLUNTEERS Responsible partner: Research Association Mecklenburg-Vorpommern, Rostock, Germany characteristics, in terms of situation of Best Agers on the labour market as well as social standing and perceptiveness of the problem and additionally the states social and welfare policies. Quite a few organizations, especially those working in the social and cultural sphere, face the state s financial shortcomings, and accordingly the lack of personnel. Traditionally the social and cultural sector rely on citizen`s support in various areas. As part of the Best Agers project the idea was to identify as a first step the potential careers in voluntary work, second to analyse the interest and characteristics of the respective group, third to also identify different strategies to approach and strengthen the ties between volunteers and institutions. As the target group we identified Best Agers who already retired or have time to engage in activities. Lessons learned and recommendations A number of conclusions can be drawn from the survey. The national perspectives on voluntary work differ to a certain extent and should be considered carefully in future studies on the subject, because otherwise it might be problematic to make generalizations. Frank Buettner, Research Association Mecklenburg-Western-Pomerania, f.buettner@fmvev.net Before the actual toolbox could be developed, a study was undertaken. More than 200 individuals from Germany, Poland, Latvia, Lithuania and Estonia have been interviewed. Afterward the interviews were reviewed and analyzed, and then recommendations for institutions, associations and organizations were created. The results have been presented to a wider audience on different occasions and have been distributed among the partners. Challenges The coordination of the activity among the partners was fruitful. From our perspective it seemed difficult to develop a survey that included all national

22 22 Raising motivation TOOLBOX FOR INDIVIDUALS WITH ENTREPRENEURIAL AMBITIONS Responsible partner: County Council of Norrbotten, Sweden Many Best Agers want to do something new in life instead of being fully retired. One way of prolonging work life is to become an entrepreneur. This gives people to make their own decisions about work load and time. The objective with the toolbox for Best Agers with entrepreneurial ambitions is to adapt existing entrepreneurial training and activities especially to Best Agers needs. are women and men years and older. They were chosen as they are underrepresented among new entrepreneurs. An interview guide 55+ People and Entrepreneurship: A theoretical framework and interview guide was designed by Lulea University of Technology, Department of Business Administration and Social Science. The interviews were carried out in by five project partners in Germany, Latvia, Lithuania, Poland and Sweden. The results of the interviews were compiled in the report 55+ people and entrepreneurship a study based on results from five partners in the Best Agers-project. Based on the report the Toolbox for individuals with entrepreneurial ambition was developed. In Sweden pilot activities were implemented in two municipalities in Norrbotten region; Lulea and Overtornea. The activities comprised an Inspiration Day about entrepreneurship and mentorship, two workshop series, training day for business advisors about Best Agers entrepreneurship and also awareness raising among stakeholders. These were implemented in cooperation with Almi Nord/EntreprenorCentrum from January 2011 December Challenges The first challenge was to convince stakeholders that it is relevant to make special efforts to encourage and establish special groups for Best Agers in business training. To reach out to Best Agers in public was also a challenge, but the result of the questionnaire led us right. It is important to appeal to Best Agers own visions of their future life. Therefore in our ads we asked What do you want to do the rest of your life? Several Best Agers participated in the activities. However we don t know yet how many will go further with their business ideas.