Abstract:

Purpose:
The well-known problem is how difficult to involve the aged experienced professionals onto organizational changes. Most of professionals refuse to revise their work experiences and renew its according new organizational demands. How lifelong learning program can help them to incorporate their work experience into changing organization?

Methodology:
To solve this problem we modified our Matrix of competitiveness of work experience (CWE Matrix), which was worked out to manage work experience (Ismagilova F., 2011). Modified CWE Matrix based on PDCA model (well known as Deming’s circle: Plan – Do - Check - Act) and helps to aged professional to coordinate his/her work experience with new demands of changing organizational. Professional may apply modified CWE Matrix as a frame of his work experience to inspect a portfolio or set of his competences, skills, know-how and others, integrated in work experience. Modified CWE Matrix has two dimensions: “PDCA actions, appreciated by changing organization’s management (high, low)” and “PDCA actions, appreciated by aged professionals (high, low)”.

There are four segments of the modified CWE Matrix:
1) PDCA actions, high appreciated either by changing organization’s management either by experienced professionals
2) PDCA actions, high appreciated by changing organization’s management, but low appreciated by aged professionals
3) PDCA actions, appreciated neither by changing organization’s management, neither by aged professionals
4) PDCA actions, appreciated by changing organization’s management lowly, but by aged professionals highly.

Results:
To investigate the content of modified CWE matrix based on PDCA approach, we asked 110 Russian managers (37-45 y.o.), who initiated organizational changes: “What PDCA actions of one of your aged employees (56-64 y.o.) do you appreciate high and low in the situation of organizational changes?” Then content and statistical analyses were applied. The results demonstrated that most differences between change organizational demands and preferable by aged professionals PDCA actions are presented at the “Check” step, demanding the control of professional activity. Last results are confirmed with research by Ismagilova, Mirolyubova (2011, 2012).

Limitations:
To obtain more value results not only management, but aged professionals would be asking as well.

Practical Implications:
First segment includes work standards, which are demanded in new organizational environment and might be provided by aged professionals.

Second segment describes the part of work experience which should be improved according new organizational demands. This is a zone of professional development for aged professionals.

Third and fourth segments consist of PDCA actions which are forbidden in changing organization. To manage fourth segment aged professionals should reconsider their preferable work approaches, job actions, knowledge and be ready to refuse from some of them because of their obsolesce.

Consequently, lifelong learning programs for aged professionals should include not only training of new knowledge and competences but at the same time training aimed to help aged professionals to change their preferable approaches to other ones more demanding in a changing organization.

Keywords:

Work experience, Matrix of competitiveness of work experience (CWE Matrix), professional development, aged professionals.