Ageing Switzerland: Rethinking workforce dynamics for sustained growth

Enhance the reputation of business
 

Strengthen public trust and perception:
 

If the business sector succeeds in rebuilding its reputation among the general public and establishing itself as an inspiring environment for lifelong learning and meaningful interactions, the likelihood of people remaining in the workforce at least part-time beyond retirement age is likely to increase, especially in view of the significant rise in life expectancy.

Develop strategicworkforce planning
 

Strategic workforce planning:

Companies should integrate a strategic perspective into their workforce planning. They should conduct continual reviews of their people, to fit them to the needs of the business and to understand gaps in skills. This enables a better understanding of current talent aswell as future workforce needs.

Advance talent strategies

Prioritise internal talent development:

Instead of focusing primarily on external recruitment, companies could give more attention to internal talent development. Clear career paths and strategies such as ’quiet hiring’ – the targeted upskilling of existing employees – can increase the attractiveness of jobs and prevent the outflow of skilled workers.

Adopt flexible working models:

Integrating modern forms of working like freelancing, crowdworking, and hybrid working models enables companies to respond more effectively to skilled worker shortages. These approaches offer flexibility, allowing businesses to tap into a broader talent pool and adapt to evolving workforce needs. Additionally, adopting a talent ecosystem approach—through strategic partnerships with educational institutions and industry associations—can help close skills gaps and ensure a sustainable talent pipeline.
 

Empower women and retain older talent:

Strengthening workforce participation is crucial to tackling demographic challenges. Companies can achieve this by creating incentives such as gradual transitions and job sharing models to encourage women in part-time roles to shift graduallyto full-time positions. Additionally, implementing flexible employment arrangements and tailored programmes can help motivate and retain experienced older employees, with their valuable expertise.
 

More flexible hiring practices:

Companies should develop flexible hiring approaches instead of sticking to rigid ’zero-gap’ strategies. This can help alleviate labour shortages and ensure a continuous supply of skilled professionals.
 

Revamp apprenticeships to attract and secure young talent:

To secure talent early, companies should enhance the appeal of apprenticeships by adapting programmes to reflect the interests, values, and expectations of young people. It is essential to engage potential apprentices at an early stage in their career decision-making process. This can be achieved through targeted career information sessions, outreach initiatives, and tailored programme structures that better meet the needs of this demographic. Such measures not only increase job applications but also lead to improved recruitment outcomes in the long term and a stronger pipeline of skilled talent.

Utilise mentoring to strengthen workforce skills:

Mentoring programmes leverage the expertise of experienced employees to pass on valuable knowledge and skills to younger generations. This not only ensures the preservation of institutional knowledge, but also accelerates the development of younger talent by providing them with guidance and practical insights. Mentoring fosters stronger inter-generational collaboration, enhances employee engagement, and contributes to building a culture of continuous learning within the company.

Foster learning strategies
 

Foster a learning-oriented corporate culture:

Cultivating a culture of lifelong learning empowers employees to adapt to future challenges while enhancing the company’s innovative capabilities. By embedding continuous learning into the organisational mindset, businesses can remain competitive and future-ready.

Invest in re-skilling and agile learning models:

Targeted training programmes focused on technological and digital skills will enable employees to meet evolving work requirements. Agile learning models ensure that new skills are acquired quickly and efficiently, allowing the workforce to adapt dynamically to market changes.
 

Embrace digitalisation:

To address labour shortages and skills gaps, companies must actively create a digital culture that goes beyond simply implementing technology. Training programmes should focus on equipping employees with digital and AI-related skills, enabling them to use automation and other emerging technologies effectively. By reducing routine tasks through automation, businesses will not only enhance productivity but will also reduce recruitment bottlenecks by better utilising existing talent to address more complex challenges.

Prioritise employeewell-being
 

Promote holistic health management:

Comprehensive health programmes that address both mental and physical well-being are essential for maintaining a resilient workforce. By offering mental health support, flexible working policies,and initiatives to promote overall health, companies can reduce stress, prevent burnout, and minimise time off due to illness. These measures help employees remain productive throughout their careers, strengthen engagement, and support longer and healthier working lives, creating a stable and effective workforce.