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






                     Executive summary




                     This report reviews practices in employers’ age management strategies and the
                     role  of  guidance  therein.  Several  challenges  and  messages  for  policy  and
                     practices are identified.



                     Age management strategies: critical but neglected

                     Age management strategies are critical to aims to increase retirement age while
                     ensuring  longer  and  fulfilling  working  life  for  individuals.  Despite  many  good
                     practices and examples, age management is generally not embedded in human
                     resource  policies  in  organisations,  nor  supported  by  national  policies  and
                     institutions.
                         The concept of age management is relatively new and there are few national
                     policies  or  mandatory  guidelines  for  active  age management  at  the  workplace,
                     except in France. In most countries, active age management is mainly stimulated
                     through financial incentives, aimed either at employers or employees. Laws and
                     regulations  can,  however,  stimulate  the  development  of  age  management
                     strategies  that  would  otherwise  be  overlooked  by  organisations  (as  occurs  in
                     France).




                     Guidance not formally integrated in strategies

                     Even  where  active  age  management  policies  were  developed  over  the  past
                     decade, guidance is usually not formally included. Older workers are not a typical
                     target group for national guidance strategies, which tend to be focused on young
                     people  and  the  unemployed.  There  is,  however,  a  trend  towards  opening  up
                     guidance to the employed, making use ICT and so allowing older workers access
                     to such services.
                         Previous research on career guidance at the workplace has already shown
                     that there  are  no  clear processes for  career  advice  and  guidance  in firms  and
                     organisations. Where guidance exists it tends to be addressed to management
                     staff  and  young  recruits,  while  most  other  employees,  including  older  workers,
                     are expected to take responsibility for their own career development.
                         Nevertheless, the study carried out by Cedefop helped identify a number of
                     examples of practices, reviewed in this report.











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