Page 108 - increasing-the-value-of-age-guidance-in-employers-age-management-strategies

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

Guidance delivery process management is usually in the hands of the
management of the organisation (the direct supervisor or human resources
department).
There are indications of a correlation between the required involvement of
the employee in the provided guidance and the involvement of management. The
more directive (more obligatory) the guidance process, the higher the required
involvement of the employee. This can be explained by two factors: the
intervention was tailored to a specific employee or group of employees with
strategic interest for the firm, such as experienced employees who want to retire
and have critical knowledge for the firm in which management has a very direct,
active interest; the intervention has a high level of priority and therefore the
process will automatically require a high involvement of the employee to reach
the set aims (such as business continuity).
In most cases an internal actor, such as the direct supervisor of an (older)
employee, provides guidance. In most situations limited attention is paid to
assuring the skills of these internal guidance providers. It is presumed that the
direct supervisor has the right skills set to perform guidance activities.
External actors can have different roles: joint financing or developer, or
guidance provider. This role is usually temporary, often for a single intervention.
Quality monitoring and assessment of guidance activities does not generally
receive explicit attention. Quality indicators are usually indirect, for example, in
the form of hired external experts or the fact that the age management strategy is
based on a good practice.
Guidance processes, including methods of delivery, seem to be transferable
but demand a ‘fit’ between the chosen approach and the context and culture of
the organisation. Some age management strategies have different goals, but use
the same instruments and guidance activities, so one approach could be used in
dealing with several different issues.
Laws and structures can be an important factor in the transferability of an
approach and associated guidance interventions. A set of guidance activities
which is successful in countries with a complex pension system might not be
suited to countries where the system is less complex. The existence of financial
incentives and structures can stimulate late career development support.

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