Strategic personnel management: Context of retirement age reform in Russia

Abstract

Since January 2019, retirement age in the Russian Federation will be gradually raised. Over the next ten years, the retirement age will be raised by five years to 60 years for women and 65 years for men. The Russian labor market is characterized by a fairly high level of ageism, manifested in the reluctance of employers to hire people older than 40-45 years, to train and promote workers of pre-retirement age. The decrease in the number of young generations and the increase in the proportion of older people actualize the tasks of working with aged personnel. Given these circumstances, organizations will respond to external challenges, adapting their personnel policies to new realities. The aim of this work is to identify the willingness of organizations to employ older workers in terms of pension reform in Russia, and determine how to change HR practices in these conditions. The paper consists of two parts. In the first part, authors analyze the trends associated with the increasing share of older generations on the Russian labor market and the qualitative characteristics of this group of workers. The information base is the Russian Federal State Statistics Service microdata (labor force survey) and the Russian Longitudinal Monitoring Survey. Based on this, there are made conclusions about the segments of employment of pre-retirement age workers (50 years for women and 55 years for men) in the labor market and their competitiveness. The second part of the paper presents results of expert survey of heads of HR-activities of 38 organizations of a large Russian city on the need and opportunities to expand the use of the labor of pre-retirement age workers, including the transformation of personnel management technologies to new realities: -possibility and conditions of using attractive for older workers working hours; -willingness of employers to participate in the training of personnel of pre-retirement age and conditions of investment in their human capital; -changes in the practices of recruitment, adaptation and release of personnel, taking into account changes in the Russian legislation.The main results of the study: organizations operating in highly competitive markets and facing a shortage of personnel, demonstrate a willingness to expand the use of older workers' labor and adapt the existing HR practices to them.However, most employers are not yet ready to change their personnel practices and adapt them to the increase in the older labor force in the labor market. To support older workers in the labor market there is required the elaboration of state programs for the adaptation of employees of pre-retirement age in the labor market.

Benchmarking in human resource management in focus of Central and Eastern Europe in the light of CRANET research

“…Human capital and their skills are the main drivers of economic growth and national competitiveness in the modern economy (Kordić & Milićević, 2018;Radivojević, Kahrović & Krstić 2019), "they introduce changes and innovations, they create additional value and they increase business efficiency, and thus the initiation of future organization performance" (Perić, Gašić, Stojiljković & Nešić, 2018, p. 618). Also, in the era of automation and digitalization, it is important to develop human capital in a firm to make them capable to handle new challenges (Nica, 2018;Stuken & Korzhova, 2019). The working arrangements have been changed a lot (Popescu, 2018) and new knowledge, skills, and abilities are needed, in terms of problem solving, critical thinking, creativity, people management, coordinating with others, emotional intelligence, STRATEGIC MANAGEMENT, Vol.25 (2020), No.…”

Study of The Transformation of Social and Labor Relations in The Conditions of Pension Reform: Aspect of Digital Axiology

“…Based on the works of L. Gratton and E. Scott, the authors recommend moving from a three-stage life, consisting of education, career and retirement, to a multi-stage path, forming a communicative and analytical axiology. The authors' conclusions are confirmed in the forecasts of the Pew Research Center (Lloyd, 2018) and in the studies of Russian scientists (Stuken and Korzhova, 2019), who say that the most valuable skills in the future will be those that machines cannot easily reproduce, for example, creativity, critical thinking, emotional intelligence, adaptability and collaboration.…”

Envelhecimento, Ageismo E Gestão Organizacional

“…De modo geral, os estudos obtidos no levantamento junto à WOS sobre práticas gerenciais e ageismo podem ser divididos em duas linhas de pesquisa: 1) identificação de atitudes e práticas ageistas no contexto organizacional (Mcvittie et al, 2003;Lu et al, 2011;Rego et al, 2018;Hanashiro & Pereira, 2020;Bartkowiak et al, 2021;Axelrad et al, 2021); 2) políticas e práticas de inserção e permanência de trabalhadores mais velhos nas organizações (Goldberg et al, 2013;Karpinska et al, 2013;Vasconcelos, 2015;Taylor & Earl, 2016;Cortijo et al, 2019;Stuken & Korzhova, 2019). O estudo de Amorim et al (2019) transita entre os dois grupos.…”

“…Esse cenário reforça a dificuldade de contratação e permanência do trabalhador mais velho no ambiente organizacional, que pode ser potencializada pelas características do mercado de trabalho, como alta competição e restrição de mão de obra. Apesar de haver pesquisas que apontem uma abertura à contratação de trabalhadores maduros (Goldberg et al, 2013;Stuken & Korzhova, 2019;Bartkowiak et al, 2021), ainda há poucas evidências que isso seja uma mudança generalizada. Por fim, a integração dos resultados também aponta a ausência de políticas e práticas organizacionais destinadas à força de trabalho mais velha e reforça a importância de fomentar a empregabilidade desse público.…”