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CHAPTER 13
A Swedish programme for phasing out older employees based on consent and social responsibility 247

did not reach the volumes anticipated. The lessons learned from this project
can help future initiatives by providing a comprehensive review of factors and
conditions contributing to or hampering effectiveness.

13.3.1. Organisational background
The median age in the organisation was 42 in 2008. There was a need to
recruit about 1 500 military officers under the age of 35 and to wind up about
the same number of older officers. New recruits were needed for operative
tasks in units and international service. It was difficult to recruit older staff
officers to such tasks, and unlike new recruits they were not obliged to accept
such assignments.
A stated goal was that the share of female officers should reach 9.3% by
2012. It was a mere 4.7% in 2008. In the armyʼs view, women officers are
indispensable for international missions, and recruitment of women in the new
organisation is a top priority.
In the past, three-year pay and special pension benefits were given to
officers who agreed to resign at age 55. They could not be fired due to the
agreements made. This scheme was very popular, but it was also very
expensive for the employer. The present situation is totally different. The
retirement age is now the same as for the rest of the labour market: you may
retire at 61, but you can decide to stay on until 65 or 67. The longer you
continue working, the better the pension benefits. An officer who is made
redundant before age 61 can have support for one year from a government
fund, a job security agreement for government employees, also providing
support for competence development.

13.3.2. Method and material
Interview guides were developed for each category of stakeholders.
Structured interviews were carried out with a set of stakeholders, including
officers participating in the project, job coaches, and representatives of
personnel departments (human resources) and trade unions. Commanding
officers and representatives of the armed forces headquarters were
interviewed. About 30 interviews were carried out in all, covering 10 different
military units, representing army, navy and air force. The choice of units and
professional groups was made in consultation with the armed forces
headquarters. However, in the reporting, units as well as individuals were
anonymous for reasons of integrity, in order not to suppress critical views.
Interviews were documented by means of a digital voice recorder and note-
taking. Almost all interviews were carried out face-to-face; however, for