Page 86 - increasing-the-value-of-age-guidance-in-employers-age-management-strategies

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

example, in Eesti Energia (Estonia) the active age management measures were
chosen after careful consideration and research of best practices that companies
with similar profiles have implemented in other countries. The company also
organised a study tour to a company in Sweden for inspiration.

5.2.3. Embedding in an overall human resources strategy
In almost all cases the age management strategy is embedded in the overall
human resources policy of the organisation. This is done through formal policy
(written in a human resources strategy) or it is incorporated in the work process
of the organisation (without being laid down in formal policy). A few cases,
however, report on developments in age management in a situation where age
has no specific place in the human resources strategy.
In the Rabobank (the Netherlands) example older employees created the
approach themselves. They felt the need to talk to each other about how to
ensure they would keep enjoying their work in the future. This led to the creation
of a community where they, and other employees wishing to join, could talk
among themselves about this subject. Although the human resources department
was enthusiastic about this bottom-up approach, they finally decided not to
incorporate this community in the HR strategy of the organisation.
Vysočina, Czech Society for Quality (CSQ) and Groupama noted that extra
attention was paid to the ‘non-discrimination’ objective laid down by law. The HR
strategy must not conflict with these objectives (more about the national systems
regarding this subject can be found in Chapter 3).
An age management strategy focused on older employees can also result in
positive effects for other groups of employees. At the Frosta Sparbank (Sweden)
the aim of the approach was initially to aid transfer of valuable knowledge from
older experienced employees to new recruits. However the aim became twofold
when the approach not only safeguarded knowledge within the organisation but
also strengthened employees both professionally and personally. The approach
evolved into an internal mentorship programme within the bank, suggesting that
introducing an age management strategy can stimulate the further development
of the overall human resources policy of an organisation.

5.3. Including guidance

5.3.1. Guidance for older workers and others
The definition of ‘older employee’ is very diverse in the 20 cases studied and can
be 45+, 55+ and in some cases even 65+. The line for defining older employees

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