Working and ageing - Cedefop - Europa
Working and ageing - Cedefop - Europa
Working and ageing - Cedefop - Europa
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11.1. Introduction<br />
CHAPTER 11<br />
Maintaining senior employment: some lessons from best practices in France 205<br />
In 2009, ANACT carried out a study on companiesʼ best practices as regards<br />
maintaining or bringing senior employees back to the workplace, on behalf of<br />
the French General Commission on Employment <strong>and</strong> Vocational Training<br />
(DGEFP) <strong>and</strong> the French Labour Administration (DGT) (Bug<strong>and</strong> et al., 2009a).<br />
The study was carried out in a distinct political <strong>and</strong> legislative setting, which<br />
gradually brought the topic of senior employment back to the fore, from end-<br />
2008 onwards. Readers will recall that, despite a degree of progress, France<br />
continues to post one of the lowest employment rates in the 55-64 age group<br />
(38.9% in 2009, Eurostat), with an average of 46.0% in EU-27 (Eurostat).<br />
Another significant indicator of recurring issues in maintaining employment for<br />
senior workers on the labour market in France is that the actual average age<br />
of work cessation has remained stable at around 59 for several years. At age<br />
59, more than one of every two workers has exited the labour market.<br />
For about 10 years, the French government has initiated several measures<br />
to support longer working lives, but the results have not been very<br />
encouraging. In 2009, a new step was taken. Companies with fewer than 50<br />
employees were encouraged to set up an agreement or an action plan in<br />
favour of senior employment before 1 January 2010. Should they fail to<br />
institute it, they could face a financial penalty (1% of payroll).<br />
Against this entirely new backdrop, the study shows that action in favour of<br />
senior workers is possible, also in smaller companies, <strong>and</strong> provides<br />
companies with concrete tools to assist them as they develop their action<br />
plans (Bug<strong>and</strong> et al., 2009b).<br />
In the first part of the chapter, background information about the study,<br />
including the methodology <strong>and</strong> global results will be provided. In the second<br />
part, the aim is to analyse, in finer detail, several undertakings that echo<br />
guidance <strong>and</strong> counselling practices for <strong>ageing</strong> workers.<br />
11.2. Study methodology <strong>and</strong> framework for analysis<br />
In carrying out this study, a pragmatic approach to the concept of best<br />
practices was taken. First <strong>and</strong> foremost, these practices were considered local<br />
initiatives yielding favourable outcomes, as regards maintaining <strong>and</strong> bringing<br />
senior employees back to the workplace.<br />
A total of 40 companies – of which 12 small <strong>and</strong> medium-sized companies<br />
(SMEs) – were examined. This is significant because SMEs usually claim to