Generational management

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[edit] Introduction

The term “generational management” is used in two different ways. On the one hand it refers to targeted measures carried out by companies with the aim of promoting cooperation between generations and adaption to an ageing workforce. Another use, not discussed here, refers to corporate succession activities.

[edit] Facts

Generational management in the sense of cooperation between people of different age groups has three principal objectives: To maintain employees’ work ability so that they can remain in the company for longer, the systematic transfer of knowledge and know-how between generations, and the successful integration of young employees in the interests of optimum cooperation between generations. Consideration must be given to age-related factors so that personal and company objectives can be achieved in a healthy and safe manner.

Successful generational management comprises an integrated mix of human resources and health policies and can be implemented in a number of different ways. In particular, these include mixed-age teams, flexible working time and retirement models, active health promotion and individual learning through peer-learning arrangements and other forms of intergenerational knowledge transfer. As generational management affects multiple parts of a company, it should be managed by a central function to promote an integrated approach.

Generational management is in some respects equivalent to age management. However, the term makes it clear that it is concerned with the interaction between all the generations in the workforce and not simply with older workers.

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