The notion of CMS has only recently entered policy vocabulary and still generates perplexity. CMS are generally associated with skills, attitudes and knowledge which individuals can develop to make informed and reflexive career choices and management. These will generally include skills and knowledge associated with decisionmaking, identification of career and learning opportunities, adaptability to new […]
Tag: HR Recommended
The role of guidance in active ageing
Increasing the age of entitlement to pensions should coincide with policies that enable people to have better-quality working lives and be more productive up to the existing pension age (Maltby, 2011). The provision of career guidance to older workers could play an important role in helping to overcome a number of the situational and dispositional […]
Challenges to overcome for older workers
Despite the growing policy attention on active ageing and the increasing participation figures across countries, older workers still face challenges that hamper remaining employed longer or, conversely, stimulate early retirement. These challenges can be classified into three categories: (a) institutional challenges (related to the system level); (b) situational challenges (related to the organisation level); (c) […]
Plan of strategy for preparing for retirement
WHEN BEGINING WITH PREPARATION (target group of preparation strategy) In the „Czech Life of Age research“, respondents admit that they never thought about preparing for their old age. If they were preparing for old age, most of them were only after the age of fifty, with almost one third of all respondents getting ready for […]
Opportunities to support work ability for individual generations at the workplace
In Finland, maintaining work skills is a long tradition that dates back to the 1990s. Current support includes the development of the working environment, the working team and the strengthening of staff resources. This support is supported by organizations that support workforce health as well as company personnel. Maintaining working capacity includes these dimensions common […]
Effect of aging on work ability
Aging is a natural part of life and, in working life, an understanding of individual manifestations of aging is becoming increasingly important. The designation of aging workers usually includes people over the age of 45. Although this age limit is relatively inaccurate, specific changes in health and functional capacity are beginning to manifest at this […]
Work ability in the means of age management
Work ability of a particular person is a dynamic state that reflects the current degree of harmony of his/her health, skills, attitudes, motivation towards the job requirements he/she exerts. It is primary linked with particular person. However, it is also possible to speak of the work ability of a group of workers within a company, […]
Analysis of the age management status in the organization (age management audit) and age management efficiency assessment in the organization
Age management audit is an analysis of the organization in the field of employee age structure management, corporate culture, employee care and in the context of personnel activities regarding age and equal opportunities. The main objective of the audit is to identify problematic points of internal processes of the company from the age management perspective. […]
Organizational culture
Social responsibility of the organization Discrimination and equal treatment in organizations Age stereotypes Ageism in organizations Anti-Discrimination Act No. 198/2009 Coll., 365/2017 Coll. Social climate in the workplace Generation of workers Work motivation and staff stimulation Work satisfaction and employee engagement Intergenerational cooperation, inter-generational sharing and learning at the workplace; diversity management, knowledge management, talent […]
Pillars of age management
The purpose of age management visions is to show the direction and objectives for the development of age management. Visions create discussion about the need for age management in one’s own organization and help the organization recognize tools, methods, and good practices for achieving these objectives. Each organization defines their objectives according to their own […]
Support of age management in the system of personnel processes
age management in the organization requires appropriate measures in the system of personnel processes and activities, especially in personnel planning, job placement processes, performance management and employee evaluation, remuneration, education, career development and management, dismissal of employees and in personnel consultancy (for recommendations and guidance for HR professionals in relation to ageing of employees see […]
Intergenerational sharing of knowledge in the organization
Learning at work involves all employees, it is significantly influenced by the conditions and the culture of the organization. Knowledge management aims at the organizational development by sharing and using information and knowledge within the organization, both inside and outside. In terms of organization, working groups or teams, knowledge management is about gaining knowledge from […]
Strategic approach to age management in organizations
The strategic approach to age management in organizations represents the support of personnel strategy, personnel policy and procedures applied in personnel management. Age management has significant ethical aspects that create a good name of an organization, are an expression of its culture, affect the organizational climate and the relationship of employees to the organization. Learning […]
Generations in the labour market – characteristics of different age groups
The term generation is nowadays used in a variety of ways. Within a family, we characterise generations mostly by the age-related sequence of descent, that is to say: grandparents, parents, children. In society, generations are understood as an age-related categorisation of society (e.g. young generation, older generation) to whom certain duties, rights, and roles are […]
Social responsibility of organisations and talent management
Business or Human Resource Management (HRM) has a variety of responsibilities ranging from human resource planning, leadership and human resource development to skills management, diversity management, change management and talent management. All of these practical fields of action contain various social responsibilities. An important task of HR management is certainly not only to find qualified […]
Active aging, healthy aging and successful ageing
The term aging describes the process of becoming older, which happens over the entire life span of a person. Aging is not only a dynamic process, but also has a strong relation towards the course of life (e.g., influence of previous life stages) and context (e.g. influence of different environments such as the social environment). […]
Age management as a part of public policies
Age management refers to various areas that manage personnel not only within companies but also outside of companies. Although it focuses mostly on the aging of the workforce it nevertheless also forms part of the public responsibility and politics. Hence, in the widest sense does age management not only apply within in-house actions, since age-related […]
The discipline and goals of age management
Age management refers to a variety of fields. Apart from the holistic social administration of the aging workforce, it mostly refers to the aging of the workforce in a company. In addition to many different economic, social and political challenges, demographic change (aging) also poses a challenge for companies. Above all, these developments impact future-oriented […]
Silver economy
In 2007, the European Commission proposed a European Union countries implementing reforms towards building a “silver economy”. It was assumed that this is a concept relating to the “combination of good supply conditions (high levels of education, R&D, responsive and flexible markets) and the growing purchasing power of older consumers offers a huge new potential […]
The Skills Gap and Industry 4.0
According to analyses from Deloitte, there will be 3.5 million job openings in manufacturing over the next decade but only enough skilled labor to fill less than half of them. A new Forum report, The Future of Jobs, looks at the employment, skills and workforce strategy for the future. The report asked chief human resources and […]
Industry 4.0
Industry 4.0 and Internet of Things (IoT) have an impression on both machine manufacturers and end users. The combination of production with the digital world makes plant automation more flexible, increases energy efficiency, merges logistic processes, optimizes the value chain – all this also applies to process automation. (Adamik, 2018) In this context, most important […]
Labor Market, employment strategy
As the populations age, the need for governments to encourage the employers to hire individuals aged 55 and above becomes crucial. Public Policies and Protection Programs – Poland, Czech Republic and Slovakia Apart from increasing the statutory retirement age, the governments of the Czech Republic and Slovakia adopted programs that increase opportunities for older people […]
Role transitions and goals continuity – modern approach in developing aging
Recently, the linear, horizontal type of perceiving the phases of life, is more and more often replaced by vertical, indicating the interpenetration of individual phases and roles and spaces of human activity. We are talking about a life-course approach: a changing careers trajectory, where a „career” is no longer understood as a job-related concept but […]
Periodization of the human age
Periodization is the division of time into convenient periods or blocks. Aging and phases of human development were described in many scientific perspectives in the scientific literature and changed their paradigms. Aging and phases of human development were described in many scientific perspectives in the scientific literature and changed their paradigms. Plato already paid attention […]