Page 117 - increasing-the-value-of-age-guidance-in-employers-age-management-strategies

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

management strategy and the guidance provided, the organisation must pay
continuous attention to introducing new managers to this strategy and (if present)
any associated training programme.
If the strategy is not entrenched correctly in the organisation, continuity can
be compromised if managers are replaced. This also stresses the relevance of
communication, especially within larger, more hierarchical and decentralised
organisations; all (management) levels within the organisation need to be aware
of the strategy.
Mutual trust is needed for successful implementation and to ensure that
guidance works. This is partly embedded in the culture of the organisation. When
one of the parties involved (employee or management) does not trust the other
party, guidance will not have the desired positive effect. One of the success
factors throughout the mentorship programme at the Frosta Sparbank has been
company culture. The organisation has a strong focus on competence and
personal development of employees, and employees are seen as vital assets to
the bank.
When the employee thinks that the guidance interventions are aimed at
reducing his workload to ‘get rid of him’, he will become hesitant to participate.
Without a proactive attitude, the employee will not seek guidance support.
The manager must also be willing to provide guidance, and this can be
hindered by distrusting the strategy as a whole. If the management (particularly
the direct supervisor) does not stand behind the strategy and approach, the
activities will not be implemented as initially intended.
To reach this mutual trust, a ‘win-win situation’ must be created. Both the
employee and the organisation (the manager) must see and experience actual
benefits. This can be achieved by including different stakeholders when
developing guidance activities (for example the occupational councils, unions or
external experts).
The ‘two-step approach’ seems a good context for building mutual trust. The
fact that the first step is normally done in a group setting assures a certain level
of anonymity within a bigger group. This first step that might help in building the
trust, paving the way for a potential individualised, more intensive follow-up with
assessment and counselling activities.
Having the right expertise on the matter at hand is important for developing
and implementing the right strategy and the selection of activities and
methodologies. This expertise can be present in the organisation, via a
knowledgeable human resources department, but in some situations involving an
(external) expert can help and can be crucial to success.

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