{"id":7985,"date":"2021-05-03T09:15:48","date_gmt":"2021-05-03T07:15:48","guid":{"rendered":"https:\/\/www.organisator.ch\/?p=7985"},"modified":"2021-05-03T09:15:48","modified_gmt":"2021-05-03T07:15:48","slug":"aging-workforce-foerdern-statt-abschreiben","status":"publish","type":"post","link":"https:\/\/www.organisator.ch\/it\/human-resources\/hrm\/2021-05-03\/aging-workforce-foerdern-statt-abschreiben\/","title":{"rendered":"Promuovere la \"forza lavoro che invecchia\" invece di cancellarla"},"content":{"rendered":"
\"\"
La \"forza lavoro che invecchia\", cio\u00e8 i dipendenti oltre i 50 anni, deve essere utilizzata con profitto. Le competenze intergenerazionali devono essere assicurate e interconnesse in modo sostenibile. (Immagine: HWZ \/ zVg)<\/figcaption><\/figure>\n

La questione di come la conoscenza e l'esperienza della \"forza lavoro che invecchia\" pu\u00f2 essere usata con profitto nelle aziende \u00e8 stata esplorata dalla dottoressa Pamela Bethke, Matthias M\u00f6lleney e Daniela Strohmeier in un recente studio del Center for Human Resources & Leadership dell'HWZ. Utilizzando l'esempio delle banche cantonali della Svizzera tedesca, lo studio ha esaminato la gestione dell'et\u00e0 dal punto di vista dei dipendenti. Due terzi sono soddisfatti. Quasi 80% degli intervistati vorrebbe andare in pensione ad un'et\u00e0 di 60-65 anni.<\/p>\n

Mantenere una forza lavoro che invecchia<\/h2>\n

\u00c8 importante che la \"forza lavoro che invecchia\" rimanga pi\u00f9 a lungo sul posto di lavoro per trasferire le competenze alle generazioni future nel quadro della gestione della conoscenza. La competenza intergenerazionale e l'esperienza in team eterogenei sono fattori sempre pi\u00f9 rilevanti per le aziende nella competizione globalizzata. La \"forza lavoro che invecchia\" - i dipendenti oltre i 50 anni - \u00e8 quindi in primo piano, la cui competenza ed esperienza deve essere assicurata anche dopo il pensionamento individuale. L'incombente perdita di conoscenza dovuta al cambiamento demografico e l'ondata di pensionamenti che l'accompagna, pongono grandi sfide alle aziende dei paesi occidentali industrializzati. L'asimmetria demografica in connessione con la diminuzione del trasferimento di conoscenze intergenerazionale e la diminuzione del numero di persone occupate intensifica ulteriormente la competizione per il personale, anche e soprattutto nelle banche cantonali svizzere.<\/p>\n

Assicurare la conoscenza e l'esperienza 50+<\/strong><\/h2>\n

Nel loro documento di lavoro dell'HWZ sulle potenzialit\u00e0 della \"forza lavoro anziana\", gli autori affermano che le loro esigenze sono guidate meno da aspetti finanziari e pi\u00f9 dalla flessibilit\u00e0 e dall'apprezzamento. \"I risultati dello studio mostrano chiaramente i vantaggi economici e commerciali dell'integrazione attiva delle competenze e dell'esperienza pratica professionale e di vita dei collaboratori di oltre 50 anni, anche per le banche cantonali svizzere\", sottolinea Matthias M\u00f6lleney, responsabile del Center for Human Resources Management & Leadership della HWZ Hochschule f\u00fcr Wirtschaft Z\u00fcrich. I pensionamenti troppo spesso distruggono la preziosa esperienza pratica, mentre il trasferimento tempestivo e intergenerazionale della conoscenza crea vantaggi competitivi.<\/p>\n

Raccomandazioni orientate all'azione<\/h2>\n

La pressione globale per innovare \u00e8 una sfida chiave per le aziende che tendono ad avere una forza lavoro pi\u00f9 anziana. Le generazioni che sono socializzate in modo diverso dal cambiamento tecnologico spesso portano nel processo lavorativo valori e aspettative che non potrebbero essere pi\u00f9 diversi. Le competenze intergenerazionali devono essere assicurate e interconnesse in modo sostenibile. Le aziende svizzere devono integrare ancora di pi\u00f9 la \"forza lavoro che invecchia\" nei relativi processi del personale. Lo studio di Pamela Bethke, Matthias M\u00f6lleney e Daniela Strohmeier fornisce raccomandazioni orientate all'azione.<\/p>\n

Fonte e ulteriori informazioni: www.fh-hwz.ch<\/a><\/em><\/p>\n

 <\/p>","protected":false},"excerpt":{"rendered":"

Der Frage, wie das Wissen und die Erfahrung der „Aging Workforce“ in Unternehmen gewinnbringend eingesetzt werden kann, sind Dr. Pamela Bethke, Matthias M\u00f6lleney und Daniela Strohmeier in einer aktuellen Studie am Center for Human Resources & Leadership der HWZ nachgegangen. Am Beispiel der Kantonalbanken in der Deutschschweiz wurde das Altersmanagement aus der Sicht der Mitarbeitenden […]<\/p>\n","protected":false},"author":4,"featured_media":7986,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_yoast_wpseo_focuskw":"Aging Workforce","_yoast_wpseo_metadesc":"Die \"Aging Workforce\" verf\u00fcgt \u00fcber langj\u00e4hriges Erfahrungswissen. 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