Working and ageing - Cedefop - Europa

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248 Working and ageing Guidance and counselling for mature learners practical reasons (a very large geographical dispersion of respondents) few interviews were done by phone. The method for recording and processing was the same in both cases. The items to be covered in the interviews were identified and sent to respondents before the interview. This helped respondents to give well thought-out answers, and whenever necessary, to consult information sources available to them in advance, for instance with respect to statistics relevant to their own unit or operation. Each interview lasted for about one hour. There was no transcription; rather, by listening and marking highlights, we could go back to recordings and obtain exact wordings. Quotes were grouped in accordance with the main areas of concern (see Section 12.4). We tried to find elucidative quotes from different groups of respondents to assess if conflicting views for each area would appear. 13.4. Results 13.4.1. Organisational aspects A general view of many respondents in the armed forces is that openness to change is low; it is difficult to bring about change in a large, complex organisation: ʻthe armed forces are an ocean liner, manoeuvred slowly, with tough resistance forces in the organisation hampering movementʼ (human resources). There is high momentum in the organisation also visible in the career switching project. Over the years, the Swedish Armed Forces have accumulated problems linked to the age and competence structure of the organisation for provisions made in employment contracts, and general unwillingness to fire officers. In interviews there was an almost unanimous view that reform was necessary to change the age and competence structure. Many respondents believed that motivation of older officers was a problem. They are neither willing to, nor obliged to do foreign service. It is difficult to recruit staff officers to such assignments, and older officers, 55+, also have problems to fulfil physical demands in field service: ʻthey did not join the armed forces to go to Afghanistanʼ (human resources);ʻ soldiers have to carry ever heavier burdens, and officers should be good examplesʼ (commanding officer). It is often a specific unit and its situation that has priority, rather than the overriding problems of the armed forces at large. Commanding officers have a strong and dominant position; they may not be persuaded by personnel officers that a change is necessary: ʻthe major problem was to make commanding officers agree that this was a problem; “this is not what it looks like in my unit” ʼ (human resources).
CHAPTER 13 A Swedish programme for phasing out older employees based on consent and social responsibility 249 In some units career switching has not been prioritised. Some personnel officers were not allowed to make personnel aware of the opportunity without the consent of the commanding officer or head of the personnel department: ʻI have not taken any information initiative in my unit. Itʼs the obligation of the personnel department. But information is available on the intranet. I assume everyone can see it thereʼ (commanding officer). Many human resources representatives believe that this reluctance was one reason for the low number of applicants to the programme. Another problem was a tempo loss in the second year of the project, when the budget for the project was curtailed without notice. Many stakeholders in units believed then that the project was cancelled, perhaps based on previous experience: ʻwe have a tradition in the armed forces that we launch projects, and then it is with pomp and circumstance and flags flying, but then it is ended, and when we have done it, something else comes upʼ (human resources). If information about the project was non-existent there was a high risk that interest in the project would disappear. Almost all respondents emphasise that the commanding officer has a key role. And sometimes it works well: ʻI had whole-hearted support from my commanding officer. No one said “no, we need you”. I believe that I was wanted, but my motivation was important. The goal was that “you should be content if you leave” ʼ (career changer). Shortcomings in knowledge about career switching possibilities in many units depend on lack of information provided internally by the unit management. The most common argument met is concern that those who may leave are competent officers who will be difficult to replace: ʻit is absolutely a different situation if the commanding officer knows that he is authorised to recruit substitutesʼ (outplacement); ʻare we going to phase out officers now that we lack competence?ʼ (human resources). It is not self-evident that career switching is seen positively and as something relevant in units, for the time being. It may be a good tool in the future, but the timing is not good: ʻit is my understanding that career switching is intended to phase out personnel, but I donʼt have any use for it. In the future, yes, a tool among others. That will be important! So far we had no need for it. We lack personnel and try to handle the situation as competently as possible. In my leadership I prioritise on the basis of the current situation at hand. Now I have to make people stay, so I donʼt recommend them a career changeʼ (commanding officer). In future, commanding officers are requested to talk about the career switch option in development talks. Many respondents believe that this will be positive
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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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8.8. Policy considerations CHAPTER
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9.1. Introduction CHAPTER 9 Changin
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CHAPTER 9 Changing patterns of guid
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their continuing learning and devel
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Table 9.4. Use of past work experie
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CHAPTER 10 Career development in la
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Working and ageing - Cedefop - Europa

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