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This paper examines to what extent formal training targeted to workers aged 45 and over could enhance their knowledge transmission activities specifically in changing work environments. This is a key issue for human resources practitioners. Allowing older workers to keep on interacting with their colleagues and transmitting their knowledge acquired through experience reduces the risk for firms of losing critical knowledge assets.

The authors use French-matched employer–employee data to estimate the effect of participation in training sessions intended to support change on the probability for workers aged 45–59 of frequently showing work practices to their co-workers. To account for selection bias in training, the authors reduce the group of untrained workers to those who wanted to attend a training session but had to cancel their participation for exogenous reasons. Leuven and Oosterbeek (2008) show that this is a valid approximation of a random assignment to training.

Training with the intention to support change for workers aged 45 and more significantly increases knowledge transmission for training participants. This effect is not strictly related to a supervising role as it is significant for workers without subordinates; it holds when the authors address the selection bias in training by narrowing down the comparison group. When training comes as a response to mitigate the potential negative effects of technological or organizational changes in the work environment, it helps workers aged 45–59 maintain their contribution to the knowledge base of the production.

Our findings suggest that two main aspects have to be borne in mind when assessing the effectiveness of training for older workers. First, the reasons for training must be carefully considered, especially if it occurs in response to technological or organizational change in the workplace. Second, the continuation of interactions between older workers and their co-workers must be factored. If the public debate acknowledges that employee learning and development is critical in times of structural change and crisis, the outcomes of knowledge transmission within workplaces in terms of job satisfaction, turnover intentions, productivity or innovation, which the authors do not cover in this paper, deserve further investigations. In particular, the authors believe that studying how the training that supports technological and organizational change influences the relationship between age diversity and firm productivity is a promising avenue for future research.

The implication of this article for human resource managers is that there may be a substantial cost to not updating the skills of older workers after technological or organizational change. Indeed, it is likely that a large proportion of jobs will only be partially automated, which implies that while some tasks will disappear, rendering the corresponding skills obsolete, others will persist and the skills associated with them will remain useful to organizations. If older workers are excluded from their work collectives after these changes, because their skills have not been updated through training, the knowledge from their accumulated experience that remains valuable will be irrevocably lost when they retire.

This study sheds a new light on the effectiveness of older workers’ training. Some contributions argue that training for older workers is not very effective because it has no significant effect on employment duration, earnings or relative productivity. The authors show that specific types of training to update skills after a technological or organizational change allow older workers to keep interacting with their co-workers and pass on their knowledge gained through experience, thereby reducing the risk for firms of losing critical knowledge assets.

The purpose of this paper is to investigate whether employers’ attitudes towards older workers, especially regarding promotions, really affect their retirement intentions, distinguishing between men and women.

First, the author uses the 1992 wave of the Health and Retirement Study to estimate, through a Fields decomposition, the relative contribution of the feeling of an older worker to be discriminated against regarding promotions; and to explain the self‐reported probability to work full time after 62, decomposing by gender. Second, using the two first waves of HRS, the author removes any bias due to time‐constant unobserved heterogeneity, to test whether the individual feeling of being passed over for promotion may be misreported, owing to a strong preference for leisure. Finally, the author examines the effect of a change in this variable over time on the intentions to exit early.

The Fields decomposition shows that feeling passed over for promotion plays a non‐negligible role to predict retirement plans but only for women. In addition, using panel data allows a misreporting bias to be exhibited that may lead to underestimating of the negative effect of discriminatory practices towards older workers on their retirement plans. Lastly, an increase between 1992 and 1994 in the age‐discrimination towards older workers encouraged women to leave their job early, while it had no effect on retirement plans of men.

Empirical results put forward the idea that retirement intentions may differ across gender, owing to the different nature of the employer‐employee relation. While for men, this relation is characterized by delayed‐payment arrangements signed ex ante with the employer, as already shown by Adams, it is not true for women. Consequently, the age‐based preference of employers for promotion, leading to a lower probability of promotion for older workers, is treated by men as a consequence of ex ante arrangements and does not affect their retirement plans. However, women can attribute such attitudes of their employer to a kind of blatant discrimination, reducing therefore their attachment to their job.

The paper presents a longitudinal approach towards the determinants of retirement intentions that allows the unobserved heterogeneity constant over time to be removed and to estimate to what extent the feeling of being passed over for promotion may be attributed, for each gender, to some arrangements signed ex ante with the employer.