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Working and ageing
212 Guidance and counselling for mature learners

Some systems were run solely by company resources (human resources
management or departments carrying out late-career reviews at a research
centre, a multidisciplinary group involving the occupational medical services
in charge of fostering a return to the workplace for individuals after a long-
term absence at a medical centre), while others were entrusted to outside
service providers (preparation for skills transfer, some training initiatives). Still
others were carried out jointly, as was the case at a pharmaceutical company,
when it conducted its employee career reviews.

11.4.2. System features and outcomes
Ageing workers generally benefited from the programmes identified: they
helped them to transfer their knowledge, redeploy into another job or gave
them more confidence to start something new.
Key factors of success are closely connected to programme design, the
work environment and individual characteristics of the ageing worker. Main
difficulties companies had to cope with are the level of interest to commit to a
programme of change. Enrolment was in some cases below expectations.
To illustrate, three types of system will be described more in depth:
(a) a support system for those redeploying into new jobs;
(b) a system to assist those developing internal or external job mobility plans;
(c) a system to prepare those asked to pass on their experience.
It appears that these systems are significant, considering both their
representativeness and wealth of lessons to be learned from them.
After a description of each system, components identified as key success
factors by stakeholders involved or based on analysis, will be listed and
classified in accordance with the following typology:
(a) features inherent in the system itself;
(b) features resulting from the environment in which it is carried out
(organisational, human resource management, managerial).
Outcomes, issues encountered and the lessons learned will also be
described and, where possible, areas requiring special attention with regard
to the senior population will be highlighted. Where necessary, lessons learned
from other similar systems observed as part of this study, or, in some cases,
as part of other ANACT undertakings will complement the analysis.

11.4.2.1. The call centre example: guidance to redeploy into new jobs
The company and the programme
The number one in customer relations in France. Call centre was originally a 150-
employee company, specialising in direct marketing. The companyʼs businesses