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Organizational Change Around an Older Workforce.

Phyllis Moen1, Erik Kojola1, Kate Schaefers2

  • 1Department of Sociology, University of Minnesota, Minneapolis.

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Innovative organizations are disrupting age-graded human resource logics by creating universal policies. These age-neutral approaches value older workers through flexibility, training, and scaled commitments, replacing outdated templates.

Keywords:
FlexibilityInstitutional logicsOlder workersOrganizational changeRetirement

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Area of Science:

  • Organizational Studies
  • Human Resource Management
  • Sociology of Aging

Background:

  • Demographic shifts, including an aging workforce, challenge traditional human resource (HR) practices.
  • A growing number of retirement-eligible Baby Boomers (Boomers) pose a risk of talent, skill, and institutional knowledge loss.
  • Outdated HR logics and policies are increasingly inadequate for managing a multi-generational workforce.

Purpose of the Study:

  • To investigate how organizations are responding to the challenges posed by an aging workforce.
  • To examine institutional work aimed at disrupting age-graded mindsets and HR policies.
  • To identify innovative strategies for retaining older workers and mitigating knowledge loss.

Main Methods:

  • Qualitative study focusing on innovative U.S. organizations in the Minneapolis-St. Paul region.
  • In-depth interviews conducted with informants from a purposive sample of 23 organizations (for-profit, nonprofit, government).
  • Analysis informed by organizational change theoretical approaches.

Main Results:

  • Organizations are developing universal HR policies and practices, not age-specific ones.
  • Strategies include offering greater employee flexibility, training opportunities, and scaled-back time commitments.
  • New organizational logics are emerging that value older workers and promote age-neutral approaches, disrupting established age-graded systems.

Conclusions:

  • Developing new organizational logics and practices is crucial for valuing, investing in, and retaining older workers.
  • Innovative organizations demonstrate that flexibility, training, and alternative pathways can replace outdated, age-biased work and retirement templates.
  • Adopting age-neutral policies offers a viable strategy for managing the 21st-century workforce.