Table I. Practices for age management... | Emerald Publishing

Table I.

Practices for age management and integration of older professionals

HR practices	Advantages for companies	Examples of good practices for integrating mature professionals
Recruitment	Greater chances of recruiting employees with unique skills and problem-solving expertise Links with potential older consumers Positive image of the company in terms of diversity	Description of work without age bias The individuals responsible for the process are not contaminated by negative stereotypes Recruitment tools for older professionals Re-recruitment of retired professionals
Training	More qualified professionals Training as a form of motivation	Job rotation Adaptation of instructional models Age-specific training
Career management	Improves performance and adjusts to work needs Prevention of health problems Employee motivation	Workshops for career development Alternative career models Mentoring
Flexible working	More motivated employees Higher performance Better use of resources Reduction in health-related absences	Part-time work Sabbatical periods Work at home Flexible work
Support for Health and Well-Being	Prevents early retirement Prevents differences in the performance of younger and older employees Maintains productivity Reduces absenteeism	Ensure safe working conditions Individual settings for the workload Culture oriented to healthy organizational environment Stimulate psychological health
Performance evaluation	Fair evaluation methods for all ages Positive internal and external image	Redefinition of “good performance” Performance pay
Transition to retirement	Gradual retirement plans Knowledge transfer Contact with retirees for special projects, according to their skills	Preparation for retirement Rehiring of retirees Mentoring

HR practices	Advantages for companies	Examples of good practices for integrating mature professionals
Recruitment	Greater chances of recruiting employees with unique skills and problem-solving expertiseLinks with potential older consumersPositive image of the company in terms of diversity	Description of work without age biasThe individuals responsible for the process are not contaminated by negative stereotypesRecruitment tools for older professionalsRe-recruitment of retired professionals
Training	More qualified professionalsTraining as a form of motivation	Job rotationAdaptation of instructional modelsAge-specific training
Career management	Improves performance and adjusts to work needsPrevention of health problemsEmployee motivation	Workshops for career developmentAlternative career modelsMentoring
Flexible working	More motivated employeesHigher performanceBetter use of resourcesReduction in health-related absences	Part-time workSabbatical periodsWork at homeFlexible work
Support for Health and Well-Being	Prevents early retirementPrevents differences in the performance of younger and older employeesMaintains productivityReduces absenteeism	Ensure safe working conditionsIndividual settings for the workloadCulture oriented to healthy organizational environmentStimulate psychological health
Performance evaluation	Fair evaluation methods for all agesPositive internal and external image	Redefinition of “good performance”Performance pay
Transition to retirement	Gradual retirement plansKnowledge transferContact with retirees for special projects, according to their skills	Preparation for retirementRehiring of retireesMentoring

Source: Adapted from Boehm et al. (2013, pp. 226-227)