Page 128 - increasing-the-value-of-age-guidance-in-employers-age-management-strategies

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

Key message 3: build a public case for career guidance in work contexts and
for employed, older workers
The case for career guidance for the employed older worker needs to be
communicated more effectively. Arguments built in a public discussion need to
raise awareness of the importance of lifelong career development to the
operation and sustainability of a knowledge economy. Stronger arguments must
be created around the potential productive contribution of older experienced
people to the economy and society. National guidance forums are particularly
useful contexts to engage different stakeholders in this discussion.
Some approaches and guidance instruments are less used, likely due to lack
of awareness of the full spectrum of guidance activities and methodologies.
Employment services could cooperate to redress this, cooperating with
stakeholders such as trade unions and employers’ organisations to help raise
awareness of the value of guidance. The development of an evidence base on
the effectiveness of guidance instruments is also important in achieving greater
employer interest.

Key message 4: stimulate a life-span approach
Age management and guidance embedded in the work process of the
organisation and aimed at all life stages of an employee must be stimulated. For
age management and guidance to have a long-term effect they need to be by
structural instead of an ad hoc. The options are varied at this level, allowing a
more prescriptive approach based on previous identification of age-related needs
and standardised guidance interventions, or a more tailored support to career
planning. The most rational options for enterprises are likely to lie with a mixed
pattern adjusted to organisation needs and possibilities. Self-service ICT tools
can also be used to promote exchange of experiences, self-assessment and
career support adapted to each person’s development, combined with external
help.

Key message 5: more attention is needed to guidance aimed at developing
career management skills
Enterprises have a strong focus on skills relevant to the job at hand. Both
employers and external guidance providers should address more general career
management skills in their curricula. These not only have a direct effect over
firms’ productivity, they also organise employees’ ideas about their own career
development, thus promoting up-skilling, job satisfaction and motivation. The
development of career management skills tends to reduce the incidence of
burnout and skills obsolescence. Collective labour agreements could include an
explicit reference to the importance of career management skills. This must also

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