Page 215 - Working-and-ageing-Guidance-and-counselling-for-mature-learning

3062_EN_C1_Layout 1 11/23/11 4:22 PM Page 209

CHAPTER 11
Maintaining senior employment: some lessons from best practices in France 209

The practices observed varied greatly (no ʻone best wayʼ) and were
combined distinctly in each case, according to the situation and strategies of
the actors. In accordance with the issues specific to each company and with
the characteristics of the populations, the processes instituted generally
sought to address three main issues, more or less as a priority: protecting
senior health, developing and maximising their skills, and mobilising their
commitment in the workplace. However, the study also showed that, in
particular where time is concerned, the approaches aimed at protecting health
can involve action to improve conditions of completion of work (ergonomic
workstation arrangements, adjustments to work organisation or content – task
allocation, workload, cooperation structures, etc.), as well as action on human
resources management and management practices (setting out professional
pathways to prevent extended exposure to difficult working conditions,
mentorship assignments making it possible to alleviate duress in working
conditions, flexible or reduced working hours at career-end, recognition of
experienced-based knowledge, etc.). The various types of action are not
closed off from one another: health and skills are both prerequisites for
continued commitment in the workplace, and feeling competent and dedicated
to oneʼs work can have positive effects on oneʼs physical and mental health,
etc. Approaches will be all the more outcome-rich when all three dimensions
are considered, even gradually.
The study also shows that action that has an effect on employment
maintenance for senior workers is not necessarily aimed at older workers at the
outset. In some cases, measures are taken for all employees: initiatives to
prevent work constraints also applying to the young population, but more difficult
to take onboard by older workers; general thinking about job and career path
developments in the company, which can be used to contribute to assumptions
about opportunities that can open up in the latter portion of employeesʼ careers,
etc. In other cases, it can be appropriate to conduct initiatives specific to senior
workers, due to certain features specific to them: tailored support during major
redeployment in which previous experience is called into question, transition
procedures between career and retirement, career-end incentives, etc. In other
words, there is a balance to be struck between highly-focused and broader
initiatives and it, too, varies with each company.
Lastly, a large part of ageing well in the workplace depends on everyday
decisions on team organisation, work allocation, skills development, etc.
Generally, it is important there is awareness among all actors in companies
and in particular among management, in light of its key role, of the various
aspects of ageing in the workplace.