Working and ageing - Cedefop - Europa
Working and ageing - Cedefop - Europa
Working and ageing - Cedefop - Europa
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CHAPTER 11<br />
Maintaining senior employment: some lessons from best practices in France 209<br />
The practices observed varied greatly (no ʻone best wayʼ) <strong>and</strong> were<br />
combined distinctly in each case, according to the situation <strong>and</strong> strategies of<br />
the actors. In accordance with the issues specific to each company <strong>and</strong> with<br />
the characteristics of the populations, the processes instituted generally<br />
sought to address three main issues, more or less as a priority: protecting<br />
senior health, developing <strong>and</strong> maximising their skills, <strong>and</strong> mobilising their<br />
commitment in the workplace. However, the study also showed that, in<br />
particular where time is concerned, the approaches aimed at protecting health<br />
can involve action to improve conditions of completion of work (ergonomic<br />
workstation arrangements, adjustments to work organisation or content – task<br />
allocation, workload, cooperation structures, etc.), as well as action on human<br />
resources management <strong>and</strong> management practices (setting out professional<br />
pathways to prevent extended exposure to difficult working conditions,<br />
mentorship assignments making it possible to alleviate duress in working<br />
conditions, flexible or reduced working hours at career-end, recognition of<br />
experienced-based knowledge, etc.). The various types of action are not<br />
closed off from one another: health <strong>and</strong> skills are both prerequisites for<br />
continued commitment in the workplace, <strong>and</strong> feeling competent <strong>and</strong> dedicated<br />
to oneʼs work can have positive effects on oneʼs physical <strong>and</strong> mental health,<br />
etc. Approaches will be all the more outcome-rich when all three dimensions<br />
are considered, even gradually.<br />
The study also shows that action that has an effect on employment<br />
maintenance for senior workers is not necessarily aimed at older workers at the<br />
outset. In some cases, measures are taken for all employees: initiatives to<br />
prevent work constraints also applying to the young population, but more difficult<br />
to take onboard by older workers; general thinking about job <strong>and</strong> career path<br />
developments in the company, which can be used to contribute to assumptions<br />
about opportunities that can open up in the latter portion of employeesʼ careers,<br />
etc. In other cases, it can be appropriate to conduct initiatives specific to senior<br />
workers, due to certain features specific to them: tailored support during major<br />
redeployment in which previous experience is called into question, transition<br />
procedures between career <strong>and</strong> retirement, career-end incentives, etc. In other<br />
words, there is a balance to be struck between highly-focused <strong>and</strong> broader<br />
initiatives <strong>and</strong> it, too, varies with each company.<br />
Lastly, a large part of <strong>ageing</strong> well in the workplace depends on everyday<br />
decisions on team organisation, work allocation, skills development, etc.<br />
Generally, it is important there is awareness among all actors in companies<br />
<strong>and</strong> in particular among management, in light of its key role, of the various<br />
aspects of <strong>ageing</strong> in the workplace.