A project exploring the advancement of middle-aged and senior workers
A study of middle-aged and senior workers in Japan
- Hosei University, Nobutaka Ishiyama Laboratory
- Persol Research and Consulting
※This article is a machine translation.
As the shortage of the working population becomes more serious, companies are facing the major challenge of making the most of their limited workforce and improving productivity,and there is a lot of hope for making the most of middle-aged and senior workers aged 40 and over, who make up the bulk of the working population.
Persol Research and Consulting, in collaboration with the Ishiyama Laboratory, led by Professor Nobutaka Ishiyama of Hosei Graduate School, conducted a large-scale survey of 2,300 middle-aged and senior workers (middle-aged: 40-54 years old / senior: 55-69 years old) on their attitudes towards work and the reality of their career advancement.
We will unravel the “key to the advancement of middle-aged and senior workers” from the results of a survey of the employment attitudes and realities of middle-aged and senior workers, which have been shrouded in secrecy.
Release Date： Update date：
The Reality of the Advancement of Middle-Aged and Senior Workers as Seen in the Data
Basic Conditions Edition
（Total n=2300）
（n=966）
Looking at the positions held by middle-aged and senior workers aged 40 to 69, 42% of them are in management positions and 58% are in non-management positions. Of the 42% in management positions, 22.8% are section managers or equivalent, 16.9% are department managers or equivalent, and 2.3% are division managers or equivalent. 79.3% of managers have subordinates, accounting for around 80% of the total, while 20.7% have no subordinates.
40s (n=1189), 50s (n=1075), 60s (n=384)
※From “10,000 People's Growth Reality Survey 2017” by Persol Research and Consulting
Looking at the average annual income of middle-aged and senior workers by age group, we can see that the average annual income of those in their 50s is the highest, at 6.58 million yen, followed by those in their 40s, at 5.55 million yen, and those in their 60s, at 5.90 million yen. In addition, around a quarter of those in their 50s earn more than 8 million yen a year.
40s (n=1189), 50s (n=1075), 60s (n=384)
※From “10,000 People's Growth Reality Survey 2017” by Persol Research and Consulting
The average monthly overtime hours for middle-aged and senior workers are 17.7 hours for those in their 40s, 15.6 hours for those in their 50s, and 7.9 hours for those in their 60s, with those in their 40s working the longest overtime hours. After the age of 40, overtime hours decrease with age, and it can be seen that more than half of those in their 60s do not work overtime. The reasons given for working overtime include “I can't finish my work”, “I have to deal with sudden work”, and “I want to finish the work I've been given”.
Individual Edition
（n=2300）
Let's take a look at the state of progress among middle-aged and senior workers. When the percentage of job performance was measured in 2-year increments for the following five items: “fulfilling the role assigned to me”, “fulfilling the responsibilities of my work”, “performing well at work”, “achieving the results required by the company”, and “being involved in activities that directly affect work evaluation”, it was found that the percentage was lowest among those aged 50-51.
（n=2300）
※From “10,000 People's Growth Reality Survey 2017” by Persol Research and Consulting（n=3879）
In terms of satisfaction with the company, the lowest score was recorded by those in their early 50s. The peak stress level was recorded by those in their late 40s (45-49 years old), and the score gradually decreased for those in their 50s (50-54 years old), 55-59 years old, and 60-64 years old.
（n=2300）
When asked about their working style, and whether they were able to take holidays and vacations to their satisfaction, the results showed that those aged 60-69 were the most satisfied, with 77.7% satisfied, while those aged 45-49 were the least satisfied, with 59.2% satisfied. This shows that the peak of busyness is concentrated in the late 40s.
（n=2300）
（n=2300）
When asked about their outlook for the future, the outlook for “promotion/advancement” dropped sharply with age, compared to the items “gain expertise/rewarding work” and “play a central role within the organization”. When asked if they wanted to continue working for the same company, the lowest response was from those aged 50-54, and there was a recovery trend after age 55.
※From “10,000 People's Growth Reality Survey 2017” by Persol Research and Consulting（n=3879）
The responses regarding ambition for career advancement change significantly in the early 40s, with the proportion of those who “want to advance” reversing to “do not want to advance” at age 42.5. In parallel with the decline in ambition for career advancement, the turning point at which people become aware of the “end of their careers” is age 45.5.
Organization Edition
（n=2300）
Looking at the training content over the past 10 years to see the extent of career support being provided, there is a significant difference between managers and non-managers, and leadership and management training is actively provided for managers and non-managers combined, with more than 20% of training being provided. On the other hand, the survey data shows that career counseling training is provided for only a small percentage of employees (6.7%).
（n=2300）
The survey found that the age of superiors shifts from older to younger at 53.5 years old in the early 50s. The age of direct supervisors is reversed in the early 50s. From the survey results, it can be said that the majority of supervisors with subordinates in their 50s and 60s are “junior supervisors”. In addition, while 45.7% of managers have “regular opportunities to have conversations” with middle-aged and senior workers, it can be seen that there is a lack of management actions such as pointing out issues, giving opportunities for reflection, and thinking about and supporting career plans together.
There are two types of retirement from a position of responsibility: one is when a person retires from a position of responsibility due to company regulations, and the other is when a person retires from a position of responsibility at the customary age of 50. The peak age for retirement from a position of responsibility due to company regulations is 55, while the peak age for retirement from a position of responsibility due to custom is widely distributed from the age of 50.
（Those who have experienced post-off in their 50s n=300）
（Those who have experienced post-off in their 50s n=300）
Over 70% of people said that their “annual income”, “number of subordinates” and “superiors” had changed as a result of leaving their position, while just under 60% said that their “work content” had changed. This shows that over 40% of people had a change in their position, even though there was no change in their work content. In addition, when asked about the timing of their notification of leaving their position, around 70% of people said that they “were not given any explanation” or that “the explanation was given at the last minute”.
（Those who have experienced post-off in their 50s n=300）
In terms of the psychological changes experienced as a result of stepping down from a position of responsibility, the majority of respondents experienced negative changes, with “a decline in motivation and enthusiasm for work” being the most common response, highlighting the fact that the motivation of middle-aged and senior workers is declining. On the other hand, around 20% of respondents experienced positive changes, such as “being freed from management and becoming motivated to do things I hadn't been able to do before”. Other responses included “it gave me the opportunity to think about my career” and “the pressure disappeared and I felt more relaxed”.
[Survey on the Actual Situation of Middle-aged and Senior Workers' Advancement: Survey Overview]
Survey method: Internet survey using survey company monitors
Survey participants: Requirements = 2,300 businesspeople who meet the following requirements: (1) Men and women aged 40-69 who work for companies with 300 or more employees; (2) Full-time employees (including those re-employed after retirement in their 60s)
Survey period: May 12-14, 2017
Summary
As a force to support Japan, which is suffering from a shortage of labor, there is a need for a change in expectations for middle-aged and senior workers, from “utilization” to “advancement”. Companies need to review their human resource management of middle-aged and senior workers, and support for “advancement” that can achieve sustainable results and growth is the key.
At the same time, it is essential to support middle-aged and senior workers in preparing for the career transition that comes with reaching the mandatory retirement age for their position in their 50s, and to provide them with opportunities to think about their career plans and change their approach to work.
A study of middle-aged and senior workers in Japan
About this project
Middle-aged and senior workers in their 40s and 50s, who make up the bulk of the workforce, are expected to play a role in improving corporate productivity through further advancement in the future. Unfortunately, however, the actual state of the way middle-aged and senior workers work and their attitudes towards work is not at all clear.
Therefore, in 2016, Persol Research and Consulting welcomed Professor Nobutaka Ishiyama of Hosei Graduate School, who specializes in employment policy and human resource management, as the leader of a joint industry-academia project in collaboration with several major manufacturing companies. We have been working on a research project to quantitatively investigate and analyze the actual situation regarding the working styles and employment awareness of middle-aged and senior workers, as well as the factors that affect their advancement, and to create practical knowledge.
Three guidelines for this project
-
01From “empiricism” to “evidence” based
From intuitive narratives based on experience and emotion to a scientific approach based on large-scale, unique survey data
-
02From “utilization” to “support” for advancement
From the idea of ‘utilization’ based on current abilities to the idea of ‘support for advancement’ that maximizes as yet unseen potential
-
03From the ‘annual’ perspective to the “individual” perspective
From uniform and standardized personnel management based on the year of joining the company and age, to individualized human resource management based on the career and aspirations of the individual.
Message
Magazine「HITO」 vol.12
The New Era of Middle-aged and Senior Workers: What Individuals and Companies Should Do to Make a Breakthrough
Middle-aged and senior workers are often criticized for being “lacking in energy” and “having low motivation”. However, there are also some who continue to grow and play an active role without stopping. What factors are influencing the progress of middle-aged and senior workers? We considered this through quantitative research and case studies of companies.