Working and ageing - Cedefop - Europa
Working and ageing - Cedefop - Europa
Working and ageing - Cedefop - Europa
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154<br />
<strong>Working</strong> <strong>and</strong> <strong>ageing</strong><br />
Guidance <strong>and</strong> counselling for mature learners<br />
redeployment, flexible employment exit <strong>and</strong> transition to retirement, <strong>and</strong><br />
comprehensive approaches are all aspects of good practice regarding older<br />
workers. Training <strong>and</strong> career development are important for older workers.<br />
With flexibility <strong>and</strong> sensitivity to contributions <strong>and</strong> needs of both workers <strong>and</strong><br />
organisations, more positive outcomes are possible for both. Knowledge of<br />
individual skills, capacities <strong>and</strong> capability is essential. Focus on the whole<br />
working life <strong>and</strong> all age groups is needed. Individual <strong>and</strong> organisational<br />
attitudes <strong>and</strong> practices <strong>and</strong> national policies <strong>and</strong> practices need to change.<br />
France is reported as coming more slowly to pay attention to older workers,<br />
having an approach of ʻpremature exclusionʼ accompanied by discrimination<br />
in relation to access to jobs <strong>and</strong> training, in a context of high unemployment<br />
<strong>and</strong> industrial restructuring (Gendron, 2006, p. 1). Gendron provides the<br />
examples of case studies of organisations tackling the issue of older workers<br />
positively <strong>and</strong> proactively.<br />
The first study reported is that of the France 3 television station which<br />
undertook strategies to encourage older workers to stay on in the company.<br />
As reported in a survey they could opt to withdraw, distancing themselves from<br />
the company, others preferred preservation <strong>and</strong> the largest number chose to<br />
leave the organisation. The company wanted to improve career opportunities<br />
for all workers, with development of new roles <strong>and</strong> opportunities to work as<br />
mentors <strong>and</strong> trainers. The organisation is aiming at recreating dynamic energy.<br />
The second case study was Lionet Décor, a decoration business with 50<br />
employees of whom 25% are over 50, which introduced intergenerational<br />
sharing of knowledge into communication processes <strong>and</strong> competence<br />
development <strong>and</strong> transfer. Tutoring younger workers by older ones<br />
encouraged intergenerational trust <strong>and</strong> positive sharing. A reference guide for<br />
each occupation was developed <strong>and</strong> efforts overall were satisfying.<br />
The third study was on a milk factory Cedilac, with 200 employees of whom<br />
50% are over 45 years, introducing a ʻtraining for all agesʼ programme, with<br />
workers involved in its development. Intergenerational sharing was<br />
encouraged at this workplace as well, with younger workersʼ IT skills informed<br />
by older workers to assist in developing a database of diagnostic tools, for<br />
example, to solve problems <strong>and</strong> carry out checks. Knowledge management<br />
<strong>and</strong> experience were valued <strong>and</strong> seen to be valued by the company. France<br />
has come to a policy approach supporting incremental changes, for example<br />
helping people over 50 to return to work, <strong>and</strong> for improved working conditions<br />
for older workers (Gendron, 2006). A mind shift is required, <strong>and</strong> ʻ<strong>ageing</strong>, living<br />
<strong>and</strong> working well togetherʼ has become a goal. The image of older workers<br />
needs to change. Policy directions, Gendron (2006, p. 5) highlights, include: