Raising the retirement age – how to get seniors to want and have the energy to stay
Expert tips
Published
Two out of three senior employees doubt they will work until the new target retirement age, despite motivation generally being at its highest during this phase of their careers. With an increased retirement age, it becomes increasingly important to build a sustainable working life over time. That work must begin long before an employee's 67th birthday – with leadership that understands the value of senior experience.
But what do "adjusted working conditions" actually mean, and how can workplaces act to ensure employees are willing and able to continue all the way to retirement? Kristina Spegel is an organizational consultant and psychologist at Falck who has, among other things, visited companies to speak with senior employees about their work environment and retirement.
"The answer to how we get our senior employees to want to stay and have the energy to do so is that it must be part of the plan from the beginning. If you are stressed and overworked in your 40s, you won't have the energy to continue after 65," says Kristina Spegel.
The answer to the question of how we get our senior employees to want to stay, and have the energy to do so, is that it must be part of the plan from the beginning.
Senior employees are the most motivated
Figures from Falck's Health and Work Environment Profiles, based on 19,000 responses from employees across Sweden, show that work motivation increases with age. The fact that many older employees state they will not work until retirement is not necessarily about unwillingness.
"There are many dedicated and experienced people who both want to and can work, provided the circumstances are right. These conditions are individual, but this is a group that organizations can benefit greatly from."
To successfully lead employees in different phases of life, a plan built on dialogue and curiosity is required. The conversation should focus on how the manager's leadership and the employee's skills can best be used together, across generational boundaries. By asking questions like "what are your thoughts?" and "what could help you?", the focus shifts from problems to shared opportunities.
"It's about realizing that all employees are on different steps of an 'age ladder,' from recent graduates to parents of young children, to seniors. We must respect that life and engagement fluctuate, and not have a preconceived notion that everyone is the same until the day they retire."
Plan for the entire working life – not just for retirement
The report Extending Working Life also shows that many employers lack a well-thought-out approach regarding senior employees. Without guidelines or a clear policy related to a longer working life, there is a high risk that senior employees feel they have to fight to continue contributing on their own terms.
"One way could be to introduce a structure for conversations related to where the employee is in their life. This way, you ensure that valuable skills and motivation are utilized, while the employee feels seen and respected."
It's largely about creating the right conditions for performance, influence, and recovery, which can differ from one employee to another. It doesn't have to mean that employees should work more or less, but perhaps that they get a different role, greater flexibility, or support to take steps in a new direction depending on where they are in life and what their ambitions are.
"It can be helpful as a manager to be able to lean on a policy that states that at a certain age, we discuss the role of a senior. It forces away potential biases and replaces them with a structured dialogue that says: I see you, your experience is important, and we want to plan for the future together."
Three tips for retaining senior talent
1. Invite them to a conversation Talk to your senior employees about how they see the future. What do they need to feel good and want to stay? By involving them in the solution, you show that their experience is valued.
2. Provide the right conditions Most employees, regardless of age, ask for the same things: clarity, structure, and supportive managers. Review decision-making processes and mandates. Can you give your employees a greater opportunity to influence their daily work? This reduces stress and increases job satisfaction.
3. Create a plan for different life stages Why not introduce an "age ladder" as a natural part of the employee journey? Formalize conversations at, for example, 30, 40, 50, and 60 years of age, where you discuss the future. It's not about planning for retirement, but about planning for a continued rewarding working life.
