Intervention in Lighthouse Organisations

The organisational intervention is the very core of the Best Agers Lighthouses project and takes place in the following nine Lighthouse Organisations.

The aim of the intervention process is to identify and implement strategies for medium-sized organisations to prevent the loss of knowledge in case employees in key positions are approaching retirement age and to organise competence transfer within the organisation to mitigate such losses. A secondary aim is to sensitise all levels of the organisation (executive management, middle management, regular employees and trainees) for the benefits of age management practices.

"Local Age Management Partnerships" (LAMPs) are established by the Facilitating Partners. In each of them one (medium-sized) company or public organisation is chosen as a test case scene for the organisational intervention. In the time that follows an External Advisor selected by the respective Facilitating Partner and an Internal Mentor from the company's staff (preferably 55+) work together closely with the aim to providing the company management and human resources department with concrete recommendations for action (e.g. reorganisation of processes and tasks) and guidance in implementing these changes.

Despite the flexibility given to the LAMPs, all interventions adhere to the same rough sequence of steps, according to which the LAMP actors will:

  • Analyse the company's situation with regard to the personnel age structure and the key positions which are critical for the organisation's success,
  • Identify suitable measures to motivate and enable key employees to stay longer in working life and to retain their knowledge in the organisation,
  • Propose how to reorganise and adapt human resources policy of the organisation in order to fulfil these needs,
  • suggest how to utilise key persons for competence transfer between generations.

As soon as executives of companies and public organisations realise that implementing age management pays off for them both in economic and social terms, and that change processes related to staff ageing can be smoothened by involving mentors and organising competence transfer between generations, they will hopefully be willing to overthink human resource management and adopt personnel planning that takes into account age management practices.

This is expected to have long-term effects such as better recognition of competences of older workers among employers, more flexible transition processes from working life to retirement for employees and, eventually, increased recognition of age management as a complement to the possible introduction of more flexible retirement schemes at the national level.