Workforce getting older: Which HR practices matter?

Abstract

Statistical data on worker's 50+ unemployment along with the demographic age structure forecast of the workforce in the labour market show, that group of workers 50+ makes growing macro-economic and also social problem. Our research is based on the assumption that it is possible and necessary to find a solution at the level of a company. With regard to traditional concept of personnel management, workers 50+ are not perceived as a group that represents an interesting work potential for a company. But in terms of qualification and motivation, this group can represent a significant potential of knowledge, skills and abilities. Workers 50+ can be a significant potential for company human resource management and its competitiveness, if we use specific procedures of personnel management (diversity management, age management). Our research includes four groups of respondents: workers 50+, HR professionals, managers and other workers (workers 50-). This paper introduces partial results and presents the comparison of attitudes of HR professionals and workers 50+ towards potential of these workers and conditions for its appreciation in the enterprise. What should HR professionals take into account when preparing measures specifically aimed at the inclusion of working potential of these workers as part of human resource management activities?