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CHAPTER 8
Policy, research and practice: supporting longer careers for baby-boomers 155

ʻ[…] change in employment practices and behaviours; emphasis on job
placement; expansion of sources of employment; targeted, motivated training
in an individualised programme and local management based on partnership.
A proactive policy must guide public authorities, enterprises, unions, and
workers.ʼ
ʻLearning at any ageʼ is important. Skills gained throughout all stages of life
can be used, accreditation of experience, lifelong learning emphasised, and
tutoring and mentoring valued, for learning across generations. For such
values and approaches to be supported human resources managers and
departments need to think differently about all workers, with concern for
working conditions, and health and wellbeing.
These positive initiatives are a start but, as noted by the OECD, ʻthe
government is clearly set on addressing the problem, but for reforms to work,
attitudes must also change. Companies and workers have not yet risen to the
challenge. France cannot afford to continue retiring early for much longer. The
price of inaction would be too greatʼ (OECD, 2010c, p. 2).
Using cultural historical activity theory, Migliore (2009) argues that older
workers need to keep learning to cope with challenges in their work. In
research into two case studies of enterprises in Turin, Italy, older workers are
reported as finding that experience could assist in adapting procedures to
changed conditions and in achieving engagement. She argues that
apprenticeship programmes could benefit from involvement of older workers
in sharing their knowledge. Intergenerational learning can be positive for
individuals and the organisation.
Simonazzi (2009, p. 25-26) describes the UrbAct project, which is an active
age project involving nine European cities with a range of plans for active
involvement of older workers, supporting an integrated life course, with
transitions throughout. Flexibility and communication are key aspects of the
project; for example, Edinburgh is promoting flexible work practices for older
people and is involving older people in policy discussions. Thessaloniki is
focusing on strengthening information between employers and employees to
create more awareness of training and services opportunities for older
workers.
This resonates with Pärnänenʼs (2006, p. 2) identification of examples of
good practice from a qualitative study of 10 Finnish case study companies,
particularly manufacturing companies, which included: efforts to encourage
older workers to stay longer in their work through courses to maintain work
ability, not having to do night work, part-time retirement an option, and lighter
tasks for those with reduced physical ability.