In the last few decades, the issue of aging has become increasingly relevant. The Italian population, and consequently also the Italian workforce, is one of the oldest in Europe and many different companies are actively investing in age management. Meanwhile, gender diversity is another relevant diversity management branch. These two types of diversity, age and gender, are both recurring topics inside most organizations and have a great impact on people’s lives. This contribution presents data from a national, quantitative research project, called “Ageless Talents,” carried out in Italy in 2018, on a sample of 12,746 senior employees (50–70 years old). The analysis contributes to a better understanding of work-life integration and the talent of workers aged over 50 to provide indications on how to support senior workers as active resources in organizations.
Mazzucchelli, S., Bosoni, M. L., Medina, L., “Ageless Talent at Work”: Understanding and Supporting Senior Workers in Italian Companies, in Agha K. And Las Heras Maestro M, A. K. A. L. H. M. M. (ed.), Global Perspectives on Maintaining Gender, Age, and Religious Diversity in the Workplace, IGI Global, Hershey PA 2022: 255- 277. 10.4018/978-1-6684-5151-9 [http://hdl.handle.net/10807/216625]
“Ageless Talent at Work”: Understanding and Supporting Senior Workers in Italian Companies
Mazzucchelli, Sara
Primo
;Bosoni, Maria LetiziaSecondo
;Medina, LetiziaUltimo
2022
Abstract
In the last few decades, the issue of aging has become increasingly relevant. The Italian population, and consequently also the Italian workforce, is one of the oldest in Europe and many different companies are actively investing in age management. Meanwhile, gender diversity is another relevant diversity management branch. These two types of diversity, age and gender, are both recurring topics inside most organizations and have a great impact on people’s lives. This contribution presents data from a national, quantitative research project, called “Ageless Talents,” carried out in Italy in 2018, on a sample of 12,746 senior employees (50–70 years old). The analysis contributes to a better understanding of work-life integration and the talent of workers aged over 50 to provide indications on how to support senior workers as active resources in organizations.I documenti in IRIS sono protetti da copyright e tutti i diritti sono riservati, salvo diversa indicazione.