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 companies. For example, many companies are responding to demographic change with the concept of diversity management. In diversity management mutual respect is of utmost importance and the diversity of the employees should not only be tolerated, but also valued and considered a benefit. Discrimination on the basis of gender and sexual orientation, nationality, religion or age must be avoided and the diversity of employees must be taken into account (Bartscher, Stöckl & Träger, 2012, 35).
It is useful to incorporate age management (also: aging management, age(ing)-appropriate working environment) additionally to diversity management. People have different needs, qualifications, skills, etc. As they grow older, these differences tend to become more apparent. Therefore, work should be organized in a way in which differences (weaknesses and strengths) of all age groups are taken equally into account. Age management therefore refers to the consideration of this age-related diversity within management, organisation and work design (Kriener et al., 2004, 22). In other words, age management takes age-related factors in the daily work routine into account so that all employees, regardless of their age, can achieve their personal goals as well as the common goals of the company. Key goals of age management are:
- „Better awareness about aging,
- Fair attitude towards aging,
- AM as a core task and duty of managers and supervisors,
- AM included in HR policy,
- Promotion of work ability and productivity,
- Lifelong learning,
- Age-friendly working arrangements, and
- Safe and dignified transition to retirement.“ (Ilmarinen, n.s., 2)