Page 115 - increasing-the-value-of-age-guidance-in-employers-age-management-strategies

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

societal goals but trends set in motion on these levels have a positive effect on
society as a whole and stimulate the economy in general. For example:
(a) companies are working on age management and are combating negative
perceptions about older employees;
(b) guidance activities are being developed to help employees in their work and
in being productive;
(c) better cooperation and understanding between generations (inter-
generational alliance);
(d) transferring knowledge and redeployment keeps a company productive.

An age management approach can also help to deal with widespread
concern over whether senior employees can continue to work in physically
challenging labour. By giving senior employees the option of more flexible work
with less physical strain, they can continue to work in conditions that are more
suitable for them. An age management strategy helps senior employees to
consider themselves a more accepted part of the company and also means that
they are not exposed to a widespread attitude that they are not capable of
performing their tasks.
The costs of unemployment of elder persons – and its effects on society –
can be reduced by the age management strategy and accompanying guidance.
This is especially so when the focus of the guidance is on career development.
By training or retraining an older employee it is less likely that the employee will
become redundant for the organisation; if this should happen, he/she is better
equipped to find new work. An interesting effect is that a good example may
inspire other companies in developing a comparable age management strategy.
The measures at the Firefighting Service of Zaragoza (Spain) have been very
well received among the members of the corps: both workers and trade union
representatives regard it favourably and similar measures are being considered
for other civil servants (such as policemen) of the same municipality.
Cooperation between different stakeholders has a positive effect on the
matching of skills produced in schools/VET providers and universities and those
required by the labour market. Higher levels of quality can be achieved in
guidance activities by involving schools or universities in developing age
management strategies and in the provision of training.
Through greater engagement, training and education providers can also get
a more concrete and realistic assessment of the skills required in the workplace.
They can use this experience to improve specific education programmes, as with
Eesti Energia, which cooperates with the Tallinn University of Technology (TUT).
Larger organisations tend to have better capacity (for example via a formal
human resources department) to organise this process.

102