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Module 5 - Age management and Diversity management

Innovative thinking
Team work

Learning outcomes

After studying this topic, the participant will know/ will be able to:

  • Make the differences between Age Management and Diversity Management.
  • Know the cultural and generational integration of its human capital on companies.
  • Investigate more about these interesting theme.

Module objectives and aims

  • Analyze the differences between Age Management and Diversity Management.
  • Show participants all about incentive techniques for keeping employers with long experience and involved them in the process of change of companies.
  • Define how the real ways of adaptation of old people to new technologies are.
  • Propose new models for corporate Diversity Management.

Module list of content

Learning object 1.1. Presentation of Age Management.

  • Concept and goals. Reasons for inclusion in strategies.
  • Dimensions involved in Age Management.
    • Recruitment.
    • Learning and knowledge management.
    • Attitude change and flexible work practices.
    • Health management.
    • Working environment and ergonomics.
    • Incentives for retaining more experienced workers.
    • Integration of new technologies
  • Conclusions and recommendations.

Learning object 1.2. Main part of Diversity Management.

  • Concept and ambits.   
  • Advantages and drawbacks.
  • Proposal for a diversity management model.

Learning object 1.3. Study cases of Age Management and Diversity management models.

Key competences covered:

Some of these competences that participants will able to learn are:

  • Types of learning and knowledge management.
  • Attitude change.
  • Flexible work practices.
  • Working environment and ergonomics.


Absenteeism, Age management, competitiveness, Diversity management, Health management, human resources, recruitment.



  • Aaltio, I., Salminen, H. M., &Koponen, S. (2014). Ageing employees and human resource management – evidence of gender – sensitivity? Equality, Diversity and Inclusion: An International Journal, 33 (2), 160–176.
  • Boston College The Sloan Center on Aging & Work (2012). Flex strategies to attract, engage & retain older workers. Innovative practices. Executive case report No. 5
  • Fuertes, V., Egdell, V., &McQuaid, R. (2013). Extending working lives: age management in SMEs. Employee Relations, 35 (3), 272–293.
  • Perry, L. S. (2010). Designing the Workplace for the Aging Workforce. How to Use Ergonomics to Improve the Workplace Design. InzinerineEkonomika-Engineering Economics, 2015, 26(4), 391–397.
  • Tishman, F. M., Looy, S. V., &Bruycre, S. M. (2012). Employer Strategies for Responding to an Aging Workforce. The NTAR leadership center.

Further reading

  • Ball, C. Defining Age Management: Information and Discussion Paper. The age and employment network. London. 2007.
  • Bruyere, S., M, Maybaum, M., & Young, J. The Aging Workforce: Challenges and Opportunities for Providers and Employers National Council on Rehabilitation Education. 2012.
  • Cedefop. Silver workers – golden opportunities. Exploring the benefits of investing in ageing workforce. 2012.
  • Ilmarinen, J.. Promoting active ageing in the workplace. European Agency for Safety and Health at Work. 2012.
  • Walker, A. ‘A strategy for active ageing’, International Social Security Review, Vol. 55, No.1. 2002.
  • World Health Organisation. Active ageing, Geneva, WHO. 2001.