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CHAPTER 13
A Swedish programme for phasing out older employees based on consent and social responsibility 249

In some units career switching has not been prioritised. Some personnel
officers were not allowed to make personnel aware of the opportunity without
the consent of the commanding officer or head of the personnel department:
ʻI have not taken any information initiative in my unit. Itʼs the obligation of the
personnel department. But information is available on the intranet. I assume
everyone can see it thereʼ (commanding officer).
Many human resources representatives believe that this reluctance was
one reason for the low number of applicants to the programme. Another
problem was a tempo loss in the second year of the project, when the budget
for the project was curtailed without notice. Many stakeholders in units
believed then that the project was cancelled, perhaps based on previous
experience: ʻwe have a tradition in the armed forces that we launch projects,
and then it is with pomp and circumstance and flags flying, but then it is ended,
and when we have done it, something else comes upʼ (human resources).
If information about the project was non-existent there was a high risk that
interest in the project would disappear.
Almost all respondents emphasise that the commanding officer has a key
role. And sometimes it works well: ʻI had whole-hearted support from my
commanding officer. No one said “no, we need you”. I believe that I was
wanted, but my motivation was important. The goal was that “you should be
content if you leave” ʼ (career changer).
Shortcomings in knowledge about career switching possibilities in many
units depend on lack of information provided internally by the unit
management. The most common argument met is concern that those who
may leave are competent officers who will be difficult to replace: ʻit is
absolutely a different situation if the commanding officer knows that he is
authorised to recruit substitutesʼ (outplacement); ʻare we going to phase out
officers now that we lack competence?ʼ (human resources).
It is not self-evident that career switching is seen positively and as
something relevant in units, for the time being. It may be a good tool in the
future, but the timing is not good: ʻit is my understanding that career switching
is intended to phase out personnel, but I donʼt have any use for it. In the future,
yes, a tool among others. That will be important! So far we had no need for it.
We lack personnel and try to handle the situation as competently as possible.
In my leadership I prioritise on the basis of the current situation at hand. Now
I have to make people stay, so I donʼt recommend them a career changeʼ
(commanding officer).
In future, commanding officers are requested to talk about the career switch
option in development talks. Many respondents believe that this will be positive