Working and ageing - Cedefop - Europa

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210 Working and ageing Guidance and counselling for mature learners None the less, while the range of action triggers to be used has been relatively well identified, avenues to progress can likely be found in relation to work organisation. Generally speaking, companies do not take on this task at the start, but once they do, often after having ʻused upʼ the options that appear more natural to them such as individual workstation adjustment, it can turn out fruitful for both employment maintenance and company performance. Addressing senior employment in companies must be an opportunity for organisations to change their thinking about work organisation and business models. For the employment maintenance process to be effective, there must be willingness to see the principles established within the organisation shaken up and rebuilt on different foundations. This ability to learn, foresee situations and revise the operating mode generally contributes to company performance. 11.4. Guidance and counselling practices for ageing workers: lessons learned from the study First an overview of the types of systems observed will be given, before describing in detail three significant approaches and explaining the lessons learned from them. As a conclusion, some recommendations will be outlined. 11.4.1. Types of practices observed Almost one third of the approaches considered in the sample involved initiatives aimed, in various forms, to guide employees, particularly ageing workers, on possible directions for their careers, and/or supporting them in the change process. Table 11.1 offers an overview of the types of system observed, the background to their inception and the population targeted. Approaches mainly focused on two of the three factors concerned: skills and professional commitment. In the approaches targeted on skills, the types of systems involved are mainly support programmes for redeployment and mobility, including career-reviews, training, or systems preparing experienced workers to pass on their knowledge. In the approaches focusing on professional commitment, the types of systems involved are career-end management systems, including for instance later career-reviews. In most cases, ageing workers were not the sole targeted population of the programmes used. In some cases, they were a priority. But they did constitute a large part of the measuresʼ benefactors.
CHAPTER 11 Maintaining senior employment: some lessons from best practices in France 211 Table 11.1. Types of system, background and target population Company school call centre clothes producer steel producer pharma ceutical company granule mining company plastic furniture producer silk producer medical centre research centre entrepreneur Source: Author. Background Major change in strategy and business lines, sometimes including restructuring Skills Departure of skills deemed strategic to company Skills Need to prevent professional wear and lower absenteeism Health Agreement signed for senior workers, following change in retirement terms Professional commitment Structure dedicated to entrepreneur support Professional commitment Type of system Support programmes toward redeployment and mobility: career reviews, training Preparing employees to pass on experiencebased knowledge Support system aimed at internal redeployment Career-end management (latercareer reviews, foresight-based job and skill management and jobs reserved for seniors) Support programmes for entrepreneurs Target population All workers Ageing workers = priority audience, in some cases Experienced employees with key skills All employees Ageing workers Entrepreneurs In fact, the targeted populationʼs distinguishing feature was not age, but the fact that they were either: (a) experienced workers with key skills; or (b) workers with seniority and one long-standing job in a changing environment.
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EN Working and ageing Guidance and
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A great deal of additional informat
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Foreword Population ageing is one o
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Acknowledgements This publication r
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8. Policy, research and practice: s
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14.2. Participation rates of indivi
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CHAPTER 1 Setting the scene: promot
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To improve quality and transparency
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Gomes present the set-up and outcom
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CHAPTER 2 Do European employers sup
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CHAPTER 5 Cognitive ageing in older
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PART 2 Meeting the challenges - Eme
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unmet demand is limited, as is the
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people in the second phase (25-50)
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CHAPTER 7 Learning, work and later
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are now better than ever before, es
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CHAPTER 8 Policy, research and prac
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will need to be supported by struct
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ʻflexicurityʼ model is challenged
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different forms of retirement (2010
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CHAPTER 14 Realising the potential
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CONCLUSIONS Ageing Europe at work -
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EN Working and ageing Guidance and
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Working and ageing - Cedefop - Europa

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