Page 107 - increasing-the-value-of-age-guidance-in-employers-age-management-strategies

Increasing the value of age: guidance in employers’ age management strategies

percentage of their wage (costs). These funds stimulate the use of training
activities, for example the development and training funds in the Netherlands
(see Chapter 3). Without these funds, financing the development and
implementation of these activities can be a problem.

6.3.2.4. The role of external actors
The roles of the external actors as (co)financiers and/or as experts during
development and implementation seem to be intertwined. If an external actor
finances the activities, an expert is usually involved in the development and
implementation. It seems likely that one of the criteria for getting external funding
is that an external party is involved (and financed) to meet funding rules.
Knowledge developed by external agents may be used in the development
of the strategy, approach and guidance instruments, without the direct
participation of the external experts. Some cases have based their design of the
strategy, approach and guidance instruments on available information about
good practices on the subject. This can be an example from another organisation
or in line with a leading expert on the matter at hand.
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One example is the work ability index ( ), a tool developed in Finland and
used in other companies and countries. This illustrates the relevance of
knowledge sharing and disseminating knowledge to stimulate the development of
age management strategies that have been shown to work. It also benefits the
overall development of high quality age management (applying the lessons
learnt).

6.4. Conclusions

Below are the conclusions on framework conditions for the delivery of guidance.
A two-step approach to guidance delivery seems to be favoured. Step one is
to inform or advise all eligible employees about the opportunities in the age
management strategy; larger organisations tend to use a group approach and
some use dedicated ICT tools. It is then up to the employee to decide whether to
adopt a more intensive approach that involves advising, coaching, mentoring or
counselling. These activities are better delivered on an individual level, face-to-
face.
Needs and skills assessments are normally not performed at the initial
intervention stage.

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( ) http://www.ageingatwork.eu/?i=ageingatwork.en.tools.4 [accessed 27.3.2014].

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