FOCUS GROUP REPORT THE NETHERLANDS
June 2015
Clemens Spoorenberg, Koen Venekamp
Focus group ILPO55 NIBE-SVV
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1. INTRODUCTION
In the framework of the ILPO55 project, a focus group was organised on the 16th June 2015 from
1.00 pm to 3.00 pm at NIBE-SVV. The focus group, moderated by Clemens Spoorenberg, counted on
the participation of 7 people from different financial services activities accurately selected to
contribute to the results of the survey and propose their contributions.
2. FOCUS GROUP PARTICIPANTS
STAKEHOLDERS
NAME
AND COMPANY
SURNAME
OF INSTITUTION
PARTICIPANTS
Jaap Spoorenberg
Financial Advisor ex.
ABN AMRO
COUNTRY
>55
Werner Abelhausen
Director Social Affairs
Banking Association
Belgium
<35
Jort Possel
Accenture Financial
Services
Netherlands
<35
Koen Venekamp
Corperate Communication Banking Institue
Netherlands
35-55
Carla Kiburg
Trade Union Financial
Services
Netherlands
35-55
Aart Verips
Product development
NIBE-SVV
Netherlands
35-55
Jack Rogmans
Indepent professional
Trainer Financial Services
Netherlands
>55
Netherlands
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3. FOCUS GROUP SITUATION
Structure of the Focus Group
The Focus Group consisted of two parts: an introduction and the group discussion.
Introductory Part

Welcome of participants;

Self-introduction of the moderator and his institution;

Introduction to the ILPO55 project and the aims of the Focus Group

Information about data protection and asking permission of keeping records

Self-introduction of the focus group participants:
a. Profession
b. Institution
c. Expectations on participation in focus group
Focus Group Objectives and key issues:

Clemens Spoorenberg did a presentation on the results of the questionnaire, “competencies”
part in order to check, verify the results of the main competencies outlined by the survey:
o MANAGEMENT SKILLS
o TECHNICAL SKILLS
o SOCIAL SKILLS
o PERSONAL SKILLS
o INFORMATION AND COMMUNICATION TECHNOLOGIES SKILLS
The questionnaire was distributed to 3 x 100 (according to the three target groups) workers
in the banking sector in the Netherlands. The response rate was overall very disappointing.
The first part of the discussion was dedicated to find explanations for this low interest. The
reasons for the low response rate that were mentioned varied from low interest in the topic,
very high work stress due to cost cutting in the banks, time period during May vacation
weeks , the length of the questionnaire.
Discussion and reflection items:

All the participants were unanimous in stressing the importance of the issue. Age
management will become very important in the near future in banks. The pension age is
already in the Dutch Financial Services sector 67, so the 55+ have to work a considerable
number of years. On the other hand the participants were not aware of structural policies
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and good practices in this respect.
 The educational background of the 55+ is on average much lower than for the other
two target groups. This reflects the fact that the general level of education in banks in
recent years is becoming substantial higher. This can restrict the possibilities to transfer
skills and competences from 55+ to the other target groups;

During the discussion some doubts were expressed of the willingness of highly
educated under 35 to accept coaching/mentoring by 55+. The younger generation is so
sell confident and is no accepting the fact the elder people can really help the;

Due to the big overview that the questionnaire offers, the focus group took most of the
time for the prioritisation of the three main competencies in each category over 55
and under 35 can offer. This information is of extreme relevance for, on one hand,
identify the main topics to be covered under “intergenerational activities”, and on the
other, support the new qualifications for over 55 that ILPO55 will further develop.
The main findings on the competencies agreed by all the focus groups participants have
been:
55 to 35
Management: Conflict management; Leadership; Risk Management
Technical: Technical Banking skills; Planning; Conducting meetings
Social: Impact and influence; Organisational sensitivity; Leading, coaching and
developing people
Behavioural: Organisational commitment; Conceptual thinking; Quality and accuracy
ICT: Written, verbal and non-verbal communication
35 to 55
Management: Performance Management; Time Management; Financial Management
Technical: Market research; Project development; Customer focus
Social: Cooperation; Social commitment; Relationship building and networking
Behavioural: Flexibility, Initiative; Analytical thinking
ICT: Social media; Smart tools; Use of excel
This information can be relevant for the definition of the main areas where an
intergenerational cooperation could take place using training, coaching or other
activities to exchange strengths and improvement weaknesses.
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
As already mentioned there was not really well defined policies known regarding age
management and intergenerational activities by the participants. They promised to check
again in their companies. Of course it was a quite normal practice to use occasionally 55+
in training programs and for mentoring/coaching . But these activities were not organised
in a structural way and for the 55+ and also an add on to the normal job.
6. CONCLUSIONS

The group considers that the intergenerational activities are extremely relevant and could
be a useful way to exchange competencies that over 55 have acquired through working experience and, on the other, under 35 have recently learnt from their educational experience. But a lot work of convincing and awareness creation needs still to be done.

There are no structural relevant good practices to be shared as most of them declare that
intergenerational activities have not really been implemented in their companies. Some
state that over 55 are usually involved in activities such as initial training to new employees
but it is not a process that is afterwards sustained during a longer period.

The group, especially the trade union, is very keen in working together during the lifetime
of the project and are willing to offer their support in piloting etc. other results of the project.
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