Age Management jako nedílná součást odpovědné personální politiky firemní kultury
Age Management as an integral part of responsible corporate culture personnel policy

Summary/Abstract: The increasing number of seniors in Europe has created a number of problems and challenges in connection with the various aspects concerning, and techniques employed in the field of age management. The changing demographic situation and the increasing average age of employees both highlight the need to reflect on the use of age management techniques in companies facing, for example, the loss of qualified staff. The purpose of this study is to investigate and evaluate techniques applicable at the process management level aimed at reducing the impacts of workforce ageing. The paper presents a theoretical study that aims to help identify the most frequently discussed areas in this respect and their various characteristics as indicated in the relevant scientific literature. The authors employed a detailed analysis of the scientific literature, data structuring and assessment methods used with respect to addressing human resources issues. The theoretical research highlights the following areas of age management: workforce recruitment, knowledge and education/training management, changing attitudes, flexible working methods, health management and ergonomics and workplace environments, each of which are closely related. For example, the provision or non-provision of training for older workers closely reflects the approach to the treatment of employees in this age category. In practice, it is often assumed that older workers are unable or unwilling to learn and, therefore, they are not included in training programmes. Thus, with respect to such issues, changing long-held attitudes towards older workers makes up a key factor.

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