Purpose -This paper seeks to explore how organizations might create flexible work programs to attract and retain older workers.Design/methodology/approach -Drawing on the literature on aging and work, the paper identifies an incoming HR challenge (leveraging an aging workforce), focuses on a strategy (designing flexible work programs) and reviews some innovative programs in Europe and North America.Findings -The paper identifies three lessons. The first is to adopt a portfolio approach, which means to combine and integrate diverse dimensions of work flexibility (work schedule, number of hours worked and so on). The second is to offer flexible work options to retired employees. The third is to align flexible work opportunities with pension scheme options.Originality/value -Labor market experts predict a steady increase in the number of older workers who will extend their work life or work during retirement. A number of surveys, in turn, report that people are more likely to seek flexible work options as they age. The paper provides practical advice that will help organizations to prepare for the demographic changes coming and to develop effective flexible work programs for older employees.

PurposeThe purpose of this paper is to explore how organizations might support older workers' learning.Design/methodology/approachThe paper highlights an incoming HR challenge (training older workers), conducts a review of corporate responses in Europe, and then identifies lessons. Examples are drawn from the case study database of the European Foundation for the Improvement of Living and Working Conditions.FindingsThe paper identifies four lessons. The first is to adopt a targeted approach, which involves both identifying older employees with key abilities and tailoring training products to their needs. The second lesson is to develop training initiatives that update job‐related skills and knowledge. The third is to complement skills update products with programs that expand the knowledge horizon of older employees. The fourth lesson is to integrate training into recruitment initiatives that target experienced job‐seekers.Originality/valueMany organisations are developing initiatives to tap into the older worker talent pool. Training is a critical component of strategies that seek to retain or attract experienced professionals. The paper provides practical advice that will help organizations to design and implement learning programs for older workers.

PurposeThe paper argues that organizations can use corporate alumni networks to capture and transfer the knowledge of baby boomers after the latter retire.Design/methodology/approachThe paper introduces the concept of corporate alumni network and explains how this tool can facilitate post‐retirement knowledge transfer.FindingsCorporate alumni networks enable organizations to recover the know‐how and know‐who of their retired employees in two ways. On the one hand, they help employees to preserve their personal relations with retired baby boomers. As a result, employees can rely on their retired colleagues for information and referrals in the same way that they do with other members of their informal networks. On the other hand, corporate alumni networks allow organizations to create a portfolio of working retirees who can be called up when necessary.Originality/valueAlthough most organizations are aware of the need to preserve the in‐depth knowledge of soon‐to‐retire baby boomers, they focus mostly on pre‐retirement knowledge transfer activities. The paper expands the horizon by discussing a post‐retirement strategy.

Purpose -The purpose of this paper is to explore how negotiation teams can rely on social networks to enhance their performance at the table. Design/methodology/approach -The paper examines the impact of social relations on team performance in the negotiation task. It conducts a selective review and integration of negotiation, small group and social network research. Findings -The paper's main argument is that teams can rely on social relations to locate and get hold of resources that will augment their ability to manage the bargaining process. To tap into the value of social networks, teams need to look beyond their internal processes and develop strategies that actively manage their environment. The paper examines three such strategies: membership change, knowledge acquisition, and ambassadorial activity. Originality/value -The paper outlines a relational approach to team negotiation. This approach has the potential to improve team negotiation practice by opening up a new way to design and manage negotiation teams.

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