Page 74 - increasing-the-value-of-age-guidance-in-employers-age-management-strategies

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

Table 5. Background and aim of the case studies

Sick
Organisation Background and aim of the strategy Productivity Culture Knowledge Retirement
leave
Enemærke og The overall objective is to adopt an age management approach that improves and X X
Petersen encourages senior employees (older than 55 years) to remain in active employment. From
the company’s perspective the age management approach is mainly designed to make it
possible to maintain and use older employees' skills and experience.
Eesti Energia It became clear that the ageing workforce will become an obstacle for the company in the X X
longer perspective and to maintain the company’s sustainability, immediate action needed
to be taken. This action was developing the age management strategy
Frosta Sparbank The manager of the organisation felt that it was necessary to retain qualified personnel and X
their knowledge fund within the company to bridge the skill gap in new recruits but also to
safeguard knowledge within the bank. Initially the aim of the approach was to facilitate
transfer of valuable knowledge from older experienced employees to new recruits.
Kiruna The primary purpose of this project was to influence management strategies and working X X X
practices to reduce absenteeism and the cost of sick leave, especially among older
employees within the municipality. The main goal was to change workplace culture within
the organisation regarding older employees. The long-term aim was to ensure a skilled
workforce where older, more experienced, employees continue working within the
organisation.
Kronoberg County The project stems from the insights into increased sick leave in the organisation, especially X X
Council among employees aged over 55. The issue of rapidly increasing sick leave across the
labour market was also a matter of great concern for the government at the time. The
overall objective of the project was to adopt an age management approach by improving
the ability of employees aged over 55 to stay at work and to create a positive attitude
among management in relation to its own and other employees’ ageing.
Schumann The approach addresses the problems: ageing workforce (80% of the technicians will soon X X
Haustechnik be older than 35 years); high employee turnover (due to high physical and psychological
burdens and low personal perspectives); unsuitable apprentices who soon leave the
company.
Wicke To motivate an ageing workforce to stay within the company, by offering adequate X X
workplaces as well as ensuring that important knowledge is not lost in cases of retirement,
Wicke has begun to develop a process to cope with demographic change and accept the
opportunities such a situation offers.

67