Working and ageing - Cedefop - Europa
Working and ageing - Cedefop - Europa
Working and ageing - Cedefop - Europa
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212<br />
<strong>Working</strong> <strong>and</strong> <strong>ageing</strong><br />
Guidance <strong>and</strong> counselling for mature learners<br />
Some systems were run solely by company resources (human resources<br />
management or departments carrying out late-career reviews at a research<br />
centre, a multidisciplinary group involving the occupational medical services<br />
in charge of fostering a return to the workplace for individuals after a longterm<br />
absence at a medical centre), while others were entrusted to outside<br />
service providers (preparation for skills transfer, some training initiatives). Still<br />
others were carried out jointly, as was the case at a pharmaceutical company,<br />
when it conducted its employee career reviews.<br />
11.4.2. System features <strong>and</strong> outcomes<br />
Ageing workers generally benefited from the programmes identified: they<br />
helped them to transfer their knowledge, redeploy into another job or gave<br />
them more confidence to start something new.<br />
Key factors of success are closely connected to programme design, the<br />
work environment <strong>and</strong> individual characteristics of the <strong>ageing</strong> worker. Main<br />
difficulties companies had to cope with are the level of interest to commit to a<br />
programme of change. Enrolment was in some cases below expectations.<br />
To illustrate, three types of system will be described more in depth:<br />
(a) a support system for those redeploying into new jobs;<br />
(b) a system to assist those developing internal or external job mobility plans;<br />
(c) a system to prepare those asked to pass on their experience.<br />
It appears that these systems are significant, considering both their<br />
representativeness <strong>and</strong> wealth of lessons to be learned from them.<br />
After a description of each system, components identified as key success<br />
factors by stakeholders involved or based on analysis, will be listed <strong>and</strong><br />
classified in accordance with the following typology:<br />
(a) features inherent in the system itself;<br />
(b) features resulting from the environment in which it is carried out<br />
(organisational, human resource management, managerial).<br />
Outcomes, issues encountered <strong>and</strong> the lessons learned will also be<br />
described <strong>and</strong>, where possible, areas requiring special attention with regard<br />
to the senior population will be highlighted. Where necessary, lessons learned<br />
from other similar systems observed as part of this study, or, in some cases,<br />
as part of other ANACT undertakings will complement the analysis.<br />
11.4.2.1. The call centre example: guidance to redeploy into new jobs<br />
The company <strong>and</strong> the programme<br />
The number one in customer relations in France. Call centre was originally a 150employee<br />
company, specialising in direct marketing. The companyʼs businesses