How can Switzerland make better use of the potential of older workers?

What can companies do?

1) Integration into the corporate strategy

The first step is to prioritize the issue. Only those who anchor the integration and continued employment of older people in the overarching corporate strategy and make it a top priority will be able to exploit the workforce potential. It is crucial that the importance of the topic is recognized from the very top and anchored strategically. Only then can it be integrated into all relevant company processes. The strategic anchoring of better integration and continued employment of older employees must be linked to clear key figures. If a company sets itself specific targets and defines, for example, the proportion of people it wants to retain after retirement, it can also be measured against these. This means that those responsible receive targeted incentives to promote the topic. Similar measures are already being implemented in other areas under the term diversity.

2) Cultural change through the involvement of managers

In addition to the strategic anchoring, a fundamental adjustment of the corporate culture and the mindset of managers is also necessary. There is still a widespread view that employing older employees has disadvantages because they are more expensive and less productive than younger employees. If such prejudices are widespread, for example among line managers, but also in HR departments, older employees are rarely encouraged to work longer. Similarly, older people are hardly ever hired if such prejudices are prevalent among those who make hiring decisions. As a study by Deloitte shows, a third of managers and HR managers surveyed in Switzerland perceive older employees as a competitive disadvantage. At the same time, there is no research that proves a difference in performance between the generations.

It is therefore crucial that all line managers and HR managers are made aware of this and that the advantages of older employees, such as their work expertise, are brought to the fore.

This cultural change must be proactively promoted. It is not enough to simply inform managers about it. What is needed is comprehensive change management. Managers must be supported and trained accordingly so that the cultural change can be brought about.

3) Strategic personnel planning

As soon as the topic has been strategically anchored and a cultural change has been initiated, strategic HR planning is required. In order for companies to make optimum use of the potential of older employees, a clear interpretation of all available data is necessary - a company must know the age and training structure of its workforce precisely. It must be clear in which departments and areas there will be a shortage of workers in the future and how much additional potential there is for older people who would like to work longer.

The same applies to skills. A company should know exactly what skills its employees have, what skills will be needed in the future and what training measures can be used to achieve them. It is helpful to carry out a systematic skills analysis. It is important that individual line managers are involved in strategic personnel planning. They are often in a better position to assess which future qualifications and employees will be needed. The implementation of this strategy must also be incorporated into ongoing location discussions between line managers and company management.

4) Implementation of concrete measures

Once the strategic foundations have been laid and the cultural change has been initiated, the fourth step is for companies to consider specific individual measures that can help to keep older employees in work for longer. The following is a selection of important measures:

• Adaptation of working models
• Adaptation of the work content
• Adjustment of employment relationships
• Formation of intergenerational teams
• Maintaining employability
• Investment in health management

5) Regular dialog at employee level

Once the topic has been strategically addressed and specific measures have been implemented, the fifth step is to seek dialog with each individual employee. The intentions and wishes of both the employees and the company can be identified by means of regular site meetings. In this way, working hours and retirement wishes can be openly discussed and, ideally, mutually beneficial solutions can be found so that employees can work longer. The focus of these location discussions must therefore be on the employee's further development and future plans.