Abstract
Later life work is on the rise in most developed countries, and organizational practices are important for its successful implementation. However, an integrated holistic perspective on successful management practices is still missing. Drawing on two qualitative frameworks of organizational practices for later life work, this chapter examines similarities and differences between management of older employees in the USA and Germany. Based on evidence from the Age Smart Employer Award in New York City and the Silver Work Index (SWI) in Germany, an integrated, intercultural framework for organizational later life work practices is proposed. The comparison reflects the differences in the countries’ social systems and legislation. While Germany’s rigid social security system requires emphasis on more individualized and flexible transition solutions into retirement, U.S. practices emphasize the importance of retirement savings and health coverage. Findings suggest a revised integrated set of practices regarding organizational culture, leadership, and several specific human resource (HR) management domains including work design, health management, individual development, and transition to retirement. This integration thereby contributes to the development of a well-founded index for good organizational management of later life work. The revised index is called Later Life Work Index (LLWI) and aims to enable organizations to self-assess their capabilities regarding successful employment of older employees, to identify areas for improvement, and to serve as a source for best practices.
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Appendices
Appendix 1: Dimensions and Indicators of the LLWI
Appendix 2: Practices Identified by the Age Smart Employer Award
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1.
Flexibility (a) Employees can choose/swap shifts, (b) Work hours can change as needed, (c) Employees can work from home/telecommute, (d) Employees can take unpaid leave
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Benefits (a) Profit sharing/bonuses, (b) Paid time off, (c) Health insurance, (d) Retirement savings account, (e) Pension, (f) Tuition Reimbursement, (g) Wellness program, (h) Financial planning assistance, (i) Caregiver support program, (j) Paid family leave
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Environment (a) Ergonomic working conditions, (b) Employees can make adjustments/suggestions
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Work Atmosphere (a) Supportive/team mentality, (b) Celebrates milestones, (c) English as a second language classes offered, (d) “Family-like” environment, (e) Fund/financial held for employee emergencies
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Training (a) Apprenticeships/Internships, (b) Cross-training, (c) Mentorship/paired learning, (d) Classes/licensure are paid for, (e) Workshops/seminars during the workday, (f) Employees can attend industry conferences/events, (g) Training for new technology or equipment
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Job Restructuring (a) Job sharing, (b) Roles change based on the ability of employee, (c) New roles created based on the ability of employee
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Retirement (a) Has a succession plan, (b) Can dial-down/up work as an employee needs, (c) Retirees can do part-time/consulting work, (d) Retirees can volunteer
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Hiring (a) Hires people who have retired from other company, (b) Actively recruits older workers 50+, (c) Hires people with long careers in other industries, (d) Promotes from within/develops staff
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Wilckens, M.R., Wöhrmann, A.M., Adams, C., Deller, J., Finkelstein, R. (2020). Integrating the German and US Perspective on Organizational Practices for Later Life Work: The Later Life Work Index. In: Czaja, S., Sharit, J., James, J. (eds) Current and Emerging Trends in Aging and Work. Springer, Cham. https://doi.org/10.1007/978-3-030-24135-3_4
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