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                          Working and ageing
                      266  Guidance and counselling for mature learners





                         Figure 14.1.  Transitions after 50



                             Personal  Employment  Income     Family      Care      Leisure
                             transitions  transitions  transitions  transitions  transitions  transitions





                             • midlife   • career   • pensions  • household   • expanding/   • expanding/
                              change    manage-   • benefits  changes    changing   changing
                                        ment      • salary /   • children   care tasks  leisure
                                       • part-time   wage     leaving               activities
                                        work                  home
                                       • self-employ-        • divorce
                                        ment                 • living alone
                                       • retirement



                         Source: Phillipson, 2002.

                           From the organisational perspective, during a period of economic downturn,
                         many organisations adopt early voluntary retirement/redundancy programmes,
                         placing the older workforce, in particular, at risk of exiting the labour market. In
                         addition, talent management programmes tend to be geared towards younger
                         staff, with few opportunities to learn and develop available to older workers. It
                         is important to note, however, that the extent to which the challenge of the
                         ageing workforce is managed across the public, private and voluntary sectors
                         varies significantly. One of the key findings of Loretto and White (2006), in their
                         study of 40 employers across Scotland from both the public and private
                         sectors, was the acknowledgement by employers that early redundancy
                         programmes ʻalmost wholly targeted older workersʼ (Loretto and White, 2006,
                         p. 322). They also suggest that older workers are more likely to remain in
                         employment in smaller, private companies as there is often no financial
                         incentive for the employee to retire early. This is an important point to consider
                         when comparing workers across sectors and at different skill levels.
                           While popular conception among many authors (Loretto and White, 2006;
                         Naegele and Walker, 2006; McNair et al., 2007) suggests that employers view
                         older workers positively and recognise several desirable qualities such as
                         reliability, experience and knowledge, the reality is that older workers are
                         increasingly being deemed ʻdisposableʼ by many organisations. Scotlandʼs
                         largest local authority has recently adopted a strategy to cut 4 000 jobs held
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