WUNRN
“Japan could fill the gap by increasing the overall working population, accelerating the improvement in labor productivity, or a combination of the two. One path would be to raise female labor-force participation in the 25–44 age range to about 80 percent by 2040, from 71 percent now—narrowing the gap with the United States and Germany and bringing two million additional women into the workforce.”
Japan – Hyperaging Society – Add
More Women to the Workforce
The
country’s population, already the world’s oldest, is aging quickly. Companies
in Europe, North America, and Asia can learn from its experience.
March 2015 | By Misato Adachi, Ryo Ishida, and Genki Oka
Japan is the world’s oldest country—25 percent of its people are aged 65 or
over. By 2040, that ratio is estimated to rise to the historically
unprecedented level of 36 percent. The population of Japan nearly tripled in
the 20th century, peaking at 128 million in 2010. But with a falling birth
rate, one of the world’s longest life expectancies, and close to zero net
immigration, the country is headed for not only a uniquely high ratio of
seniors but also a sharp downturn in its total population (Exhibit 1). All that
will put increasing strains on Japan’s ability to manage its rising debt and
social-security obligations and will create growing shortages of skills.
By 2040, estimates suggest, more than a third of Japan’s population will be
65 or over.
How the island nation responds to this unprecedented economic and social
challenge will help guide government and corporate leaders in other hyperaging
societies, including Germany, Italy, and Sweden (Exhibit 2).1 1.Looking further ahead, the McKinsey Global
Institute forecasts that by 2064, 15 countries in the G19 will have higher
proportions of the elderly in their populations than Japan has today. For more,
see the full report, Global growth: Can productivity save the day in an
aging world?, January 2015, available here. These are important public-policy choices,
to be sure. But Japan’s companies too can play an important role, by creating
environments where seniors continue to work and developing more products and
services that increase the quality of their lives and engagement with the
world.
The aging of society will present a human-resource challenge for
corporations.
The labor-market gap
Most forecasts suggest that Japan’s economy will continue to grow at
roughly 1 percent a year, and the Organisation for Economic Co-operation and
Development (OECD) estimates that this rate of growth will extend until 2040.
Without dramatic change, primarily in service-sector productivity, this seems
quite optimistic to us. If labor productivity (measured as GDP per capita)
continues to increase at only 1.2 percent a year, that sort of economic
expansion will require a working population of 62 million in 2040. We, on the
other hand, estimate that if labor-market dynamics remain unchanged, in that
year the working population will have shrunk to 49 million—21 percent lower
than what’s needed.
Japan could fill the gap by increasing the overall working population,
accelerating the improvement in labor productivity, or a combination of the
two. One path would be to raise female labor-force participation in the 25–44
age range to about 80 percent by 2040, from 71 percent now—narrowing the gap
with the United States and Germany and bringing two million additional women
into the workforce. As our colleagues at the McKinsey Global Institute point
out, further increases in productivity across sectors would still be needed to
meet Japan’s overall GDP-growth expectations.2 2.For more, see the full McKinsey Global
Institute report, The future of Japan: Reigniting productivity and growth,
March 2015, available here.
Helping seniors to go on working
Raising workforce participation by seniors would also help close the gap.
In Japan, nearly 6.1 million people 65 and over work—about 20 percent of the
total population in that age group. But in a survey by the Japanese Ministry of
Internal Affairs and Communications, 66 percent of the respondents over 60
expressed an interest in continuing to work beyond the age of 65. Two things
can restrict employment for seniors. One is the general resistance of
companies, which want to control payroll costs, lack systems to manage older
employees, and see lower physical strength and motivation as problems
(especially as workers become eligible for pensions). The second is the lack of
a large market to outplace seniors; many people who want new careers retire
because they can’t find new opportunities to keep going. To make it easier for
seniors to continue in jobs beyond the age of 65, companies could adopt three
approaches.
Encourage a range of work formats. Food producer Kagome and department-store
operator Takashimaya both let employees aged between 60 and 62 go on working
either full time (at the same or reduced pay) or part time, depending on their
performance. Both continue to evaluate such employees, so they can switch
positions at a later stage. Because these companies link work levels and pay
for seniors to their performance, both now employ them without increasing
payroll costs.
Address labor shortages with seniors. Japan’s Ministry of Health, Labour, and
Welfare finds that the biggest labor shortage lies in the welfare sector, which
currently has 170,000 openings (20 percent of the total labor shortfall). It
says that 2.5 million caregivers will be needed by 2025, up from nearly 1.8
million employed now, as the number of seniors with nursing-care needs reaches
7.0 million by 2025, against more than 5.5 million today. Technology will help
meet the demand but will not completely fill the gap.
The idea of able-bodied seniors providing nursing care for more dependent
ones is appealing. Eleven percent of seniors who want to continue working said
they would be willing to do this kind of job, according to a 2013 survey by the
Japanese government. Most caregiving involves talking with residents and
performing tasks such as cleaning and laundry, which don’t require special
skills or physical strength. If, say, 10 percent of currently unemployed
seniors in the 65–74 age range worked several days a week as nursing-care
staff, Japan could have 700,000 additional caregivers by 2025. One incentive might
be to give them priority in admissions to nursing facilities once their turn
comes.
Create knowledge and skill networks. Companies could generate value by
encouraging seniors to share their knowledge and experience of tackling
problems (especially in management, marketing and sales, development, or
production) with younger workers. Former Mitsui employees, for example, use
their experience in a range of industries and roles to provide consulting
services to more than 650 small and midsize enterprises, handling projects
involving sales worth hundreds of millions of yen. The Japanese staffing agency
Mystar 60 specializes in placement services for people over 60, and its own
employees are at least that age. These include technicians who show younger
colleagues at the corporate parent, Mystar Engineering, how to develop new
customers, among other things.
Developing products and services
Active seniors without major health problems have interests and needs
different from those of seniors whose health is deteriorating or who want to
lead lives as normal as possible with family support. Rather than customizing
existing products and services, many companies can thrive in hyperaging
societies by identifying new customer segments among seniors and developing
novel products and services to help them.
Coping with frailty. One way companies can profit from hyperaging is to develop products that
help seniors cope with infirmity. Tokutake’s line of Ayumi shoes, for instance,
are designed not only to combat knee and hip pain but also to help prevent
users from slipping and falling. Unlike conventional shoe retailers, the
company allows customers to order right and left shoes separately.
Playing in this market segment also demands a new approach to distribution.
Companies that want to help seniors whose physical functions are deteriorating,
for example, should consider delivering products and services to the customer’s
doorstep. Benry Corporation provides dozens of services in seniors’ homes, from
cleaning air conditioners to weeding. 7-Eleven Japan offers meal-delivery
services catering to seniors, and restaurant company Watami not only delivers
handmade bento meals to the elderly but also operates nursing homes.
Remaining youthful. Serving the active elderly requires a different mind-set—a costly lesson
learned by some companies. When Bridgestone launched its line of PHYZ golf
clubs, it made the mistake of calling them golfing gear for seniors. A rival
brand, acting on its research showing that seniors like being reminded of how
youthful they are, positioned its offering on the promise that the ball would
travel farther.
The US fitness chain Curves International, which entered Japan ten years
ago to target the female market, seems to understand the “youthful” niche. With
nearly 1,400 branches in the country and more than 580,000 members—70 percent
of them over 50—the company offers basic services at low rates in convenient
locations near residential areas. By emphasizing ease of access, and without
overtly appealing to the elderly, it has generated demand among an age group
that conventional fitness gyms find hard to attract.
Easing isolation. Companies can also assist older people by giving them ways to remain
connected. Kozocom, for instance, developed Kozo SNS Village, a social-networking
site for people 50 and over who want to share and talk about their hobbies.
Kozocom has overcome seniors’ inhibitions about social networking by creating a
service that helps them feel part of a community. Club Tourism offers trips
with special themes, such as photography or history, specifically for seniors.
And some medical-checkup and rehabilitation companies combine day-care
services, culture classes, and fitness clubs to help older people build new
relationships.
Getting more seniors into the workplace and
serving their burgeoning ranks will help Japan—and other countries—bolster
their GDP growth in coming decades. Seniors are not only the fastest-growing
consumer segment in Japan but can also become a highly profitable one if
approached appropriately. Companies in almost all industries should take note.