Senior policy that works in practice

How can organisations successfully include and develop senior employees in the workplace?The answer lies in applying the knowledge we already possess and implementing measures that actually work.

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What do we know about senior employees in working life?


Several decades of research – including from the Knowledge Centre for a Longer Working Life – have documented what does and does not work in senior policy. Here are some of the key findings:


  • Age discrimination remains prevalent, often beginning as early as age 50.


  • Myths about reduced performance, learning ability and adaptability among older employees are incorrect.


  • Traditional “senior benefits” have little effect on the desire to remain in employment.


  • The most important factors are good leadership, reasonable adjustments and an inclusive working environment for all.


  • The “senior syndrome” – lower expectations, fewer challenges and a lack of development opportunities – leads to reduced motivation and self-reinforcing effects.



It is time to shift focus from a work ability perspective to a resource perspective, recognising senior employees as a key asset within the organisation.


 


Four success factors for a future-oriented senior policy


 


1. Life-phase-oriented HR policy

Good senior policy is simply good HR policy – for everyone. It involves integrating a life-phase perspective into leadership practices and facilitating individual needs. Leaders must motivate, challenge and develop senior employees on the same terms as others.


  • View working life as a continuous development journey, from career start to career transition.


  • Apply flexibility and individual adaptation – avoid a “one size fits all” approach.


  • Involve employees in planning their own development and continued professional path.



 
 

2. Change mindsets – recognise senior employees as valuable assets


“Tell me that I am wanted.”
This quote from research captures the essence of effective senior policy. Senior employees must be seen, acknowledged and met with genuine expectations and challenges.


  • Combat age-related stereotypes in organisational culture and leadership


  • Highlight and appreciate the expertise that senior employees possess


  • Employees must also take responsibility themselves – this requires initiative and willingness to learn



3. Competence development and career planning


Many organisations lack a clear strategy for developing the skills of senior employees. Senior staff often carry essential, tacit knowledge – yet rarely receive systematic development.


  • Make career development relevant also for older employees. A career is about meaningful participation, not necessarily promotion


  • Raise awareness of competence needs and learning opportunities – for both employees and leaders


  • Anchor competence plans in both individual and organisational goals


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4. Knowledge sharing and transfer of experience


Senior employees possess invaluable knowledge, yet it is often neither systematised nor shared.


  • Implement mentorship programmes and structured arenas for experience sharing


  • Facilitate mutual learning across generations


  • Build a culture where competence sharing is a natural part of daily work



 


Employer responsibility and best practice


In collaboration with trade unions such as Samfunnsviterne and Tekna, Aider has organised seminars focusing on active late-career planning. These are initiatives employers should increasingly take responsibility for themselves. A strong example is St. Olavs Hospital, which brings together both leaders and senior employees for joint reflection on roles, responsibilities and opportunities.


To be an attractive employer today means being able to develop, retain and motivate senior talent.


 


Three recommendations for successful senior policy


  1. Integrate the senior perspective into leadership development
    Leaders must learn to address individual needs through a diversity and life-phase perspective.


  2. Encourage senior employees to pursue lifelong learning
    Employees must be motivated to take responsibility for their own development – and be supported in doing so.


  3. Establish clear HR policies with individual adaptation
    HR and management must actively discuss how the organisation supports employees in different phases of working life.



 
 

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