Page 124 - increasing-the-value-of-age-guidance-in-employers-age-management-strategies

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

not necessarily share the same principles as the public quality assurance
framework for guidance or other associated systems. Systems for validating non-
formal learning are clear practical examples of broad guidance-based activities
with enormous inter-company variation.

Challenge 7
There is currently no established method to follow up and evaluate the benefits of
guidance and no systematic monitoring and assessment of guidance activities in
most countries. This is partly related to the absence of quality guidelines, which
would normally carry the implication of a structured monitoring system. Whenever
evidence is collected it is not harmonised in accordance with a standard that may
allow for the comparative study of the effectiveness of initiatives. Absence of
evidence about the effects of guidance and active age management strategies,
creates uncertainty among governments and employers about the benefits of
career guidance. Further, absence of a knowledge base hinders opportunities for
transferring practices across different organisations, sectors or countries.

Challenge 8
The potential of ICT tools is not fully explored. Online instruments provide
increasing opportunities for information and guidance to specific groups. This is
can be done by using ICT tools to inform at national level, through the public
employment services, or through assessment tools at organisation level.
However, more attention can be paid to using these tools better, as more (and
better) use could stimulate an employee to learn. One area which seems to be
worth developing is exchange of learning experiences among peers. Attention is
also needed in making the tools available (and comprehensible) for all groups,
since not everyone has the same skill level in using ICT tools.

Challenge 9
Older workers are valuable assets that can be easily lost by enterprises, due to
insufficient use of guidance methodologies. Keeping older workers active and
productive is considered the most important aim in implementing an age
management strategy, approach and guidance. Further, organisations are facing
challenges in retaining the knowledge of older workers, whose experience, direct
productive potential and management potential is frequently undervalued. Hiring
new, inexperienced staff is often preferred over assessment of skills needs,
attitudes, preferences and the job redeployment possibilities of older workers.
Guidance provision is often limited to providing signposting, informing, advising
and mentoring.

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