Discussion

This chapter focused on the challenges and complexities related to the retention of older employees in organisations, with special reference to HRM. While longer life expectancy is the result of many improvements in our society, including improved healthcare, nutrition, and safety, the ageing population and workforce presents a complex challenge to societies, organisations and individuals. In addition to society-level initiatives and reforms, including pension reform, there is a need for organisation-level actions to support longer working careers and the active ageing of employees. Finding ways to retain older employees in organisations is also crucial to addressing expected labour shortages and minimising costs related to early retirement.

Due to societal, industrial, organisational, and individual differences, no single "fit-for-all" solution can be found for supporting longer working careers. This chapter discussed some of the contemporary theoretical viewpoints concerning retention of older employees in the field of HRM and provided an empirical example of the challenges and complexities related to retaining older nursing professionals in the field of public healthcare. 

Despite diverse theoretical backgrounds, recent HRM studies concerning the retention of older employees, have emphasised the importance of fit between the abilities of employees and their work demands as well as the active role of both employees and the organisation in order to support longer working careers. The empirical example presented in this chapter showed that the fit between an individual's resources and job demands was closely related to the feelings of workability among older nursing professionals. Competence was identified as an important component of perceived workability. Thereby, continuous learning and development throughout working life, one way or another, is important for the retention of older employees. Opportunities to develop competencies was closely related to the discussion of horizontal career progress. It was also seen as a way to contribute to the larger work community. 

Older nursing professionals prioritised flexible working practices as a way to enable working until retirement age and even beyond. This supports the argument that flexible HRM practices are important for balancing demands in work and non-work domains. However, changes in work schedules were also perceived as problematic, because they reduced wages. When it comes to the employee-supervisor relationship, trust, and support from one's supervisor were seen as significant factors in providing an environment in which older employees could actively discuss and negotiate development initiatives needed to support longer working careers. This lends credence to the importance of collective and relational. The continuous fit between individual abilities and work demands requires age-inclusive HRM practices, but also the active role of supervisors and older employees themselves.