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CHAPTER 7
Learning, work and later life in the UK: guidance needs of an ageing workforce 141

be linked to specific, probably short, training which builds self-confidence
and generic skills, but also provides immediate saleable skills in specific
sectors. Such approaches appear to work best where organised in
conjunction with employers who recognise a skills or labour need, and
who are prepared to offer trial work placements. The role of careers
professionals as ʻbrokersʼ of such arrangements is underdeveloped;
(c) guidance to address underemployment. After 50 the proportion of people
reporting being very overskilled for their jobs rises steadily. Even for those
who have chosen to move to less demanding or stressful jobs this is a
waste of talent, and for many the final years of work are frustrating,
trapped by the fear of age discrimination in jobs which offer little challenge
or opportunity.
A final question concerns expertise of careers guidance workers
themselves. Most careers workers are trained and experienced in work with
young and mid-career people, but the aspirations and circumstances of most
people in the last decade of working life are very different from those of young
people. For older workers there is always, at least in the background, the
potential to retire if the opportunities to work do not offer sufficient reward, and
this colours attitudes and decisions. Careers workers need to understand the
changing balance of the employment relationship, the impact of age
discrimination, and the complexities of pensions, benefits and health
conditions which have a growing bearing on career decisions with age.
As the younger workforce shrinks, employers will need to make better use
of older workers, both those who have unused skills and knowledge, and those
who need to boost their skills for new kinds of work. Experience of the past
decade, especially in sectors facing labour shortages, is that the market can
respond, and will drive up participation rates and real retirement ages. Faced
with the need, many employers will make work more attractive. However, the
process could be substantially improved by better guidance. To achieve this
calls for a more extensive and relevant guidance service, which recognises
the diversity of older workers and the distinctive features which age and
retirement bring to career decision.