The transformation of working life is progressing rapidly, and its effects are particularly visible in the everyday lives of older workers. Technological development, demographic changes and the green transition challenge both employees and employers to renew. According to the research literature, technological disruption requires the strengthening of both digital skills and interaction, emotional intelligence and problem-solving skills (van Laar et al., 2017; Kamsker & Slepcevic Zach, 2021). At the same time, the ageing of the population and the increase in life expectancy make it more important to extend working careers (Eurofound 2015; WHO 2020). The message is clear: employees over the age of 55 are a significant resource, and supporting them requires goal-oriented career management, continuous updating of skills and strengthening well-being at work.
Future skills do not look at age – but support must be organised
The key task of career management is to support the competence, motivation and coping of older employees in a situation where technology is changing many work tasks and work requires continuous learning. Employees over the age of 55 must master the same tasks and technological tools as everyone else. It is important to support their skills systematically and individually. This means, for example, open discussions about career goals, opportunities for training and development, and adjusting work tasks so that the workload corresponds to the employee’s life situation and resources. Social and communal skills are also highlighted, as they are a prerequisite for expert work and cooperation alongside technology.
Master’s theses show that effective practices are simple
A review of master’s theses from universities of applied sciences (Heimonen & Liikanen, 2026) shows that supporting the careers of older people is often based on everyday, easy-to-implement practices. Good practices include, for example, flexible working hours and work arrangements, which improves recovery and reduces strain. Job modification helps to make use of the long-term expertise of experienced employees in situations where the physical or mental strain could otherwise become too great. Dismantling twisted age attitudes and valuing the skills of experienced employees, on the other hand, increase both the well-being of the work community and the desire to continue working. The importance of mentoring must be noted, as tacit knowledge only becomes visible when it is actively and systematically shared.
Career management is a critical capability of the future working life
Career management can be seen as a strategic tool that strengthens the well-being of both the individual and the organisation. In practice, career management for people over the age of 55 means proactive support for well-being at work, flexible solutions to workload and working hours, appreciation and active updating of skills, and systematic prevention of age discrimination. Career management supports employees in different life situations and can significantly extend careers when it is implemented systematically and continuously. Age-friendly leadership is not only a measure that promotes the coping of employees, but it is also an essential part of leadership from the perspective of solving labour shortages, the operational capacity of organisations and the sustainability of society.
Why is all this important right now?
Employees over the age of 55 have a lot to offer to work communities, as their skills, tacit knowledge and ability to anticipate are based on decades of life experience. In order for their potential to be fully utilized, career management must change from individual measures to the strategic human resource management of organizations. The continuation of older employees, updating their skills and well-being are not only personnel issues, but they have a direct impact on the competitiveness of organisations and the functioning of the entire labour market. Therefore, the development of career management is a necessity that benefits both employees and employers – and ultimately society as a whole.
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Tampere University of Applied Sciences is involved in the Career55+ project, co-funded by the European Union, from 1.5.2025 to 30.4.2028. The project emphasizes career management as a key solution to labor market matching challenges. It helps extend careers, strengthen motivation, and promote well-being across different life situations, while increasing companies’ ability to support the skills development of people aged 55 and over. The aim is to develop practical solutions that support the skills development and well-being of people aged 55 and over and improve labor market matching in a changing work environment.
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References
Eurofound (2015). Sustainable Work over the Life Course: Concept Paper. Publications Office of the European Union, Luxembourg. DOI:10.2806/281708
Heimonen, P., & Liikanen, E. (2026). Hyvät käytännöt yli 50‑vuotiaiden työura- ja ikäjohtamiseen YAMK-opinnäytetöissä. TAMKjournal. https://sites.tuni.fi/tamk-julkaisut/terveys/hyvat-kaytannot-yli-50-vuotiaiden-tyoura-ja-ikajohtamiseen-yamk-opinnaytetoissa-paivi-heimonen-ja-eeva-liikanen/
Kamsker, S. & Slepcevic-Zach, P. (2021). The digital change of vocational training and business education: What it takes to prepare students for the future challenges of the job market. International Journal for Business Education 161(1), 95-111. DOI: https://doi.org/10.30707/IJBE161.1.1648090824.269195
van Laar, E., van Deursen, A. J. A. M., van Dijk, J. A. G. M. & de Haan, J. (2017). The relation between 21st-century skills and digital skills: A systematic literature review. Computers in Human Behavior 72, 577–588. https://doi.org/10.1016/j.chb.2017.03.010
WHO – World Health Organization. (2020). Decade of Health Ageing: Plan of Action. https://www.who.int/publications/m/item/decade-of-healthy-ageing-plan-of-action
Written by:
Päivi Heimonen, Principal Lecturer, Tampere University of Applied Sciences
Eeva Liikanen, Principal Lecturer, Tampere University of Applied Sciences
